An essential part of both ABOLC and IBOLC, as well as several other BOLCs, is learning how to develop a platoon-level OPORD. As a future leader, you are working toward becoming an effective planner. While you will continue to learn and grow once you arrive at your unit as a platoon leader, you must arrive with a solid foundation in planning.

At BOLC, you will receive instruction and conduct practical exercises on the TLPs and the development of the associated OPORD. It is essential that you leave with a clear understanding of the TLPs, including how they are applied in an operational environment, how they enable a full team effort, how they guide the production of a complete OPORD, and how they allow you to lead the planning process. This foundation will prepare you not only for Ranger School but also for your upcoming role as a platoon leader.

Remember, at BOLC your goal is to excel as a platoon leader in the operational force, not just as a student.

One of your many tasks that you will complete in order to produce your platoon level OPORD is the production of your mission statement. 

This article references ATP 3-21.8, ATP 3-21.10, FM 5-0, and the Ranger Handbook. Other specific references are called out as they appear. 

 

How the TLPs Shape Your Mission Statement

OPORDs at the platoon and company level are built using the TLPs. That planning methodology helps you prepare and plan for an upcoming operation. Building an OPORD is not a stand alone process. 

In Step 1 of the TLPs, you received your mission from higher and begin to review what they provided. In Step 2, you formed and brief your WARNO to your unit. This got your element aware of what's ahead, and began your effort to plan and prepare together as a unified element. 

Now, within TLP Step 3, your forming your initial plan. This is where your "pen to paper" creation of the OPORD begins. Your TLP Step 3 begins with mission analysis. Mission analysis includes:

 

• mission variable analysis (TMT-CET)
• collection planning (includes PIR development)
• decisive point identification
• communication considerations
• electronic warfare (EW) considerations

 

It is important that this mission analysis begins at the start of your Step 3. If you instead just built your OPORD by moving from Paragraph 1 until completion (a common mistake BOLC students make), you're prone to a variety of mistakes resulting in an incomplete, infeasible, or underdeveloped plan.

 

This article will focus on the first portion of mission analysis, mission variable analysis. Specifically, it will cover the mission, one of the mission variables. 

 

Analysis of Mission - Overview

The second step in your TMT-CET mission variable analysis is mission, and it begins with analysis of mission. This is where you begin to form the understanding needed of what higher and those operating around you are doing. This process began with your surface level analysis within TLP Step 1. Now you continue that process and review:

 

• higher headquarters’ mission, commander’s intent, and concept of operations
• the mission of adjacent units
• assumptions and constraints

 

After your analysis of mission, you will be prepared to create a mission statement of your own. Let's break down those three elements that are part of your analysis of mission. 

 

Higher Headquarters Mission, Intent, and Concept:

This is information that you will pull directly from higher’s OPORD / WARNO or other information provided to you. 

In TLP Step 1, you focused on determining the specified and implied tasks from higher. That gave you an idea of what you’ll be doing. You can now review those results, and then review the higher headquarters mission, intent, and concept for one and two levels up. For example, if you’re a platoon leader, you’ll review this information for your company (one level up) and battalion (two levels up). 

Your goal now is to make sense of how your tasks fit into higher’s plans. 

This review not only helps your analysis (it’s important to understand how you fit into the overall plan) but will also feature information you’ll brief in your OPORD. You can record this information (the higher headquarters mission, intent and concept for one and two levels up) in an OPORD format template you are filling out. 

As you describe each echelon within your OPORD format template, record their mission, commander intent, mark their location on a map (which you should reference when briefing), and the general concept that helps them accomplish their mission. 

 

Mission of Adjacent Units:

Adjacent units are the units to your left, right, front, and rear. More broadly, they are any friendly forces on the battlefield whose locations or actions will affect you.

This initial analysis of what your adjacent units are doing was made in Step 1. Review your results. 

This review not only helps your analysis but will also feature information you’ll brief in your OPORD. You can record this information in an OPORD format template you are filling out. 

As you describe each adjacent within your OPORD format template, brief their mission, location, the general concept that helps them accomplish their mission, and how their operation affects you.

Showing adjacent unit locations on a map while briefing is vital. Whenever you use your maps, you’re providing those taking the brief with increased situational understanding. In this case, you’re showing your unit where friendly units will be operating. Considering direct fires are often a part of many kinetic operations, it’s important for soldiers to know where other friendly forces are located.

If you have adjacent units, you will conduct coordination with them at some point during your TLPs. More on coordination at the end of this guide. This helps you derive how adjacent units can influence you, including how you can support one another / how you can avoid negatively impacting one another. 

 

Assumption and Constraints:

In Step 1, you identified constraints from higher. Timing constraints specifically were also called out several times. If you didn’t determine and review all constraints (not just timing constraints) from higher, ensure you do that before moving forward in this process. 

These constraints contain vital information that informs your future planning. 

You can also take this opportunity to identify any assumptions you may have made. 

With this understanding of higher and adjacent units, along with your constraints and assumptions, you are ready to form your mission statement. This is doctrinally known as your restated mission. 

 

Building Your Mission Statement

Your mission statement has 5 parts – who, what, when, where, and why. You will build this for your element. Your previous analysis of mission provided you context that you need to form your own. 

We'll start this breakdown by defining what is included in a mission statement:

 

Who - what unit (you) is conducting this mission?

What - what is the mission-essential task your unit must execute to accomplish the mission?

• The mission-essential task includes a tactical task and/or type of operation (type of offensive or defensive operation). 
• Tactical tasks describe specific effects on the enemy, terrain, or friendly forces (for example, destroy, suppress, seize, or support by fire). These are defined throughout doctrine, including in ATP 5-0.2-1.
• Types of operations are the general form of offensive or defensive tactical action a unit conducts to accomplish its mission (for example, attack, defend, delay, or conduct a raid). Types of offensive and defensive operations can be found in ATP 3-21.8 or ATP 3-21.10.
• When you use both a tactical task and type of operation, it could say “attack to seize,” or “raid to destroy.” When both tactical tasks and types of operation are used together, your mission-essential task becomes most specific.
• The form of maneuver should not appear here (it will later appear in the COA statement).
  

When - when is this all happening?

• Use the date-time group format (DDHHMMZMONYYYY) for times. In defining this time, you may provide:
  • A no later than (NLT) time to begin your mission-essential task,
  • A no earlier than (NET) time to begin your mission-essential task, or
  • An exact time to initiate your tactical task
• When possible, use the same time established by higher headquarters, whether it is given as an a NLT, NET, or exact time. Doing so maintains synchronization and ensures unity of effort across echelons.
• The key is to provide temporal precision so all echelons share the same understanding and can synchronize fires, movement, and support.
  

Where - where is the objective?

• Where is the objective, the location you are executing your mission-essential task?
• Provide a precise MGRS (military grid reference system) coordinate, using as many digits as appropriate for the scale of your operation.
• For an operation, commonly a non-kinetic operation, where a precise grid is not feasible, describe the area more broadly.
  

Why - what is the purpose of doing all of this?

• What is the purpose of doing all of this? You may be provided this when you are given your task and purpose from higher.  
• As per ATP 5-0.2-1, common purposes include: allow, cause, create, deceive, deny, divert, enable, influence, open, prevent, protect, support, and surprise. Those are typically followed by a short detail.
• Your purposes must be nested, either vertically or horizontally.

 

Mission Statement Example:

Bravo Company, 2-7 Infantry, attacks to seize OBJECTIVE MCKENNA, IVO 17SPZ12345678, at 150130ZAUG2026 IOT ENABLE coalition forces to regain power in AO.

 

Forming Your Mission Statement

After reviewing what is included in a mission statement, you can immediately identify the "who" – it’s your unit. For the remaining four portions of your mission statement, let’s break down how you will determine them. Start with identifying your purpose (your “why”) and then identify your mission-essential task (your “what”). The identification of your mission-essential task will help you determine / confirm your “when” and “where.”

 

Purpose, Your "Why":

Your “why” is your purpose. It explains why your unit must accomplish the mission.

If your higher headquarters does not explicitly provide a purpose, you must derive one. Start by identifying the main and supporting efforts within the operation, then determine how your unit’s actions nest within those efforts. This alignment ensures your purpose directly supports higher’s intent and contributes to the larger mission. Let’s explain how you can do that.

 

Main and Supporting Efforts (ADP 3-0):

At the squad level and above, leaders designate a main effort and supporting efforts. When you receive your mission order from higher, both your unit and adjacent units will have these roles defined. The main effort is stated and visually marked with two chevrons above the unit symbol (on their task organization depiction), while supporting efforts are marked with one. These definitions help you quickly identify which unit carries the primary responsibility for mission success and which are supporting its accomplishment.

 

Main Effort:

The designated subordinate unit whose mission is most critical to overall success at a given time. It is typically weighted with additional combat power and given priority of support and resources to maximize effectiveness. Leaders clearly define these priorities and adjust them as the situation and their intent evolve, ensuring the main effort remains positioned to achieve decisive results.

Later in your TLP Step 3, you will establish a special point during your operation in which success becomes inevitable. This is known as the decisive point. Your main effort will be the force that helps you directly achieve this point.

 

Supporting Effort:

The designated subordinate units (it is typically all the units aside from the main effort) with a mission that supports the success of the main effort. Leaders’s resource supporting efforts with the minimum assets necessary to accomplish the mission, accepting risk to weight the main effort. 

As stated, this is important to define to help with organization and generally to ensure economy of force – you only have so many resources, so it consider who needs them most.

In recent doctrine updates, main effort has replaced decisive operation, and supporting effort has replaced shaping operation. Decisive and shaping operations are listed as “no longer a defined term.” Be aware as you still may hear these used.

 

Nesting:

Nesting ensures that subordinate unit plans and objectives align with and support the higher commander’s operation. It is how you take the understanding of main and supporting efforts and translate it into your own “why.”

There are two types of nesting: vertical and horizontal. Together, they create unity of purpose across all echelons, ensuring every element works in the same direction to achieve the desired effects. This concept applies throughout your planning process. Although discussed here, keep it in mind across every step of the TLPs. 

For example, consider vertical nesting – alignment between higher and lower echelons. Imagine your battalion’s purpose is to enable freedom of maneuver for 1ABCT armored formations. You would see this purpose reflected in the battalion’s mission statement; it is their “why.”

• The main effort company (which is identified in the battalion order) will carry that same purpose as the battalion.
• The main effort platoon (identified in the company order) will carry that same purpose as the company.
• The main effort squad (identified in the platoon order) will carry that same purpose as the platoon.

Nesting runs from top to bottom, with each main effort aligned under the higher purpose. 

Also consider horizontal nesting, which occurs across the same echelon. While vertical nesting aligns purposes up and down between higher and subordinate units, horizontal nesting ensures coordination and unity of effort among peer units operating side by side.

Imagine you are 1st Platoon, and the company designates 2nd Platoon as the main effort. Your mission as a supporting effort still nests under the company’s mission, but your purpose (reflected in your platoon mission statement) focuses on enabling the company’s main effort rather than duplicating its role. Even if you are not leading the attack, you contribute to the overall success by supporting the decisive effort. 

Together, vertical and horizontal nesting ensure that from battalion to squad, every element is aligned – both up and down and side to side – so the entire formation moves in the same direction and amplifies the unit’s collective power.

 

 

Putting it Together:

With this understanding, begin by determining whether your unit is designated as the main effort or a supporting effort. If you are the main effort, your purpose should mirror that of higher headquarters. If you are a supporting effort, your purpose should support the main effort – typically one of your adjacent units – so that your actions contribute directly to its success. This alignment defines your “why” and anchors your mission statement. 

In some cases, your purpose will already be stated for you. For example, higher may assign your element a task with a purpose such as “to enable the company main effort’s freedom of maneuver.” When that happens, your work is simple – they’ve already given you your purpose. You can usually find it within higher’s COA statement or in the tasks to subordinate units.

 

Tasks, Your "What" (FM 3-90, ATP 3-21.8):

Next, determine what specifically your higher headquarters has asked you to do. Reviewing tasks from higher can help you form the “what, “when,” and “where” in your mission statement and overall gain more context about what you need to get done.

Let’s review types of tasks, where you can find them in higher’s order, and how they help you form portions of your mission statement. During your TLP Step 1 efforts, you may have already identified some of these tasks. 

 

Specified Tasks:

A task explicitly assigned to your unit by higher headquarters. Your primary specified tasks are usually found in higher’s course of action (COA) statement, while additional specified tasks may appear in their tasks to subordinate units or elsewhere throughout the order.

Example: Higher tells Bravo Company to “suppress enemy forces to allow Alpha Company the freedom of maneuver to seize OBJECTIVE MCKENNA.” The first half of that tells Bravo what to do – suppress. That is a specified task.  

 

Implied Tasks:

A task not explicitly stated in higher’s order but necessary to be successful in the operation. Implied tasks may support a specified task or contribute more broadly to achieving higher headquarters’ overall purpose. You identify implied tasks by analyzing the situation and considering the operational context – information you can determine by reviewing higher’s order in detail.

For example, consider a broader task than previously stated – “provide security for the battalion command post (CP).” This is a specified task, but it’s broad. From it, you can identify implied tasks. To determine these, think through what actions must occur for you to “provide security”. You may need to screen avenues of approach to the command post, clear nearby structures to eliminate threats, or guard the CP to prevent enemy infiltration. 

None of these tasks were explicitly assigned to you; they are implied by the requirement to “provide security.” Identifying implied tasks helps you translate higher’s intent into concrete, actionable steps your unit can execute. 

When doing this, it’s often useful to express your implied tasks using tactical language. Tactical tasks and specific language helps provide the precision needed to describe exactly what your unit will do. In the earlier example, you can imply that screening, clearing, or guarding was the implied task that can give tangible meaning to the broad directive to “provide security.”

Not all implied tasks are developed from specified tasks, and not all implied tasks need to be tactical tasks. Some relate to general actions your unit must take to prepare or sustain operations – such as refueling vehicles, coordinating movement routes, or refilling water. Higher won’t tell you to do these, but they are still implied tasks because they enable success. While those are relevant to overall planning, the focus here is on implied tasks that refine what higher has directed – the ones that clarify intent and translate broad guidance into specific, mission-focused actions that drive operational execution.

 

Essential Task:

These are previously identified specified or implied tasks that must be performed to successfully accomplish the mission. There may be several. These tasks are considered essential because, if they do not occur, the mission will fail. Some specified or implied tasks may be advantageous or “nice to do,” but if their failure does not prevent mission success, they are not essential.

Among these essential tasks, one task directly accomplishes the mission’s assigned purpose. This task is the mission-essential task. It represents the “what” in the mission statement. The mission statement should include only this specific task, not all essential tasks.

While the other essential tasks that aren’t the mission-essential task won’t be included in the mission statement, they are still relevant and will become key tasks later in the commander’s intent. 

The distinction between multiple essential tasks and the single mission-essential task is often unclear or inconsistently explained in doctrine. Despite this, it is useful to distinguish which specified and implied tasks must be performed for mission success, and which of those directly accomplishes the assigned purpose. This lack of clarity is also compounded by the use of the term mission-essential tasks (METs) in training, where multiple tasks are identified for readiness assessment. 

The process of determining your mission-essential task is not complex but best explained visually.

 

Consider three examples. In each example, your defined purpose will be to “allow Charlie Company the freedom of maneuver to seize OBJECTIVE WOLVERINE.”

1. You reviewed listed specified tasks provided by higher and found that the correct task associated with accomplishing this purpose is “suppress enemy forces.” Because that task already includes a tactical task (suppress), that is your mission-essential task.
2.  You are provided a specified task to “engage enemy elements located north of OBJECTIVE WOLVERINE.” After consideration and review of other tasks, you realize this task (to engage) can best help you accomplish your purpose. However, engage is too broad. After analysis, you can refine that into “destroy enemy elements.” You’re forming an implied task that includes tactical task. This is your mission-essential task.
3. You reviewed listed specified tasks provided by higher and found that none seem to be associated with accomplishing your purpose. In this case, form your own implied task that includes a tactical purpose and/or type of operation, ensuring it directly supports the accomplishment of your purpose. You determine you can do this by “destroying enemy elements.” This is your mission-essential task. Note that if higher headquarters properly mission planned and produced a complete mission order, your mission-essential task should be clear and you shouldn’t be in this situation.  However, this can happen.  

 

Your identified mission-essential task becomes your “what.” The time associated with executing that mission-essential task, whether it is an exact time, a no-later-than (NLT) time, or a no-earlier-than (NET) time, becomes your “when.” Your “where” is your objective, the location your mission-essential task is being conducted.

You may also be provided on-order tasks and be prepared to tasks. These can either be added to the end of your mission statement or listed within your key tasks (key tasks are not part of your mission statement but will come up in your OPORD Paragraph 3, developed in TLP Step 6).

 

On-Order (O/O) Task:

An O/O task is something that a unit will execute at an unspecified time in the future, once ordered by the commander. O/O tasks are definite – they will happen, at a time TBD – so they require full planning and resource allocation.

Commanders may envision a task execution in their concept but may not yet know the time or place. Once certain criteria or decision points are met, you will be ordered to execute that task. 

 

Where It Appears in Higher Order:

O/O tasks are usually found in the higher headquarters’ “task to subordinate units” section or explicitly called out elsewhere in the order (potentially in their COA statement). They are often labeled as “on-order” tasks or written in a way that makes it clear they will be triggered later by a commander’s decision.

 

Implication:

Because O/O tasks will be executed, time TBD, subordinate units must develop full plans, allocate resources, and be ready to shift to this task as soon as the order comes down (this includes taking a careful look at your O/O task(s) and determining how would go about accomplishing it and what implied tasks it includes). This means planning for the execution of an O/O task within your COA and scheme of maneuver. 

You can seek clarification with your commander about if you are to stop executing your mission-essential task to execute your O/O task, when directed. 

Because these will be conducted, these types of tasks will take priority over BPT tasks.

 

Mission Statement Placement:

O/O tasks may be included in your mission statement, stated at the conclusion of the 5 W’s. Because they are inevitable to happen, which implies you must prepare for them to happen, we recommend including them.

Regardless of whether you include it as part of your mission statement, it should be included as a key task and critical task and it should be fully planned to be executed. Both key tasks and critical tasks will be discussed later in this guide. 

 

Be Prepared To (BPT) Task:

A BPT task is something that a unit might execute, depending on how the situation develops. BPT tasks are contingency-based – they may or may not happen – so they require flexible planning and preparation but do not get the same level of resourcing priority as O/O tasks.

This could occur when a commander envisions a possible opportunity to exploit an enemy vulnerability, should it arise, for example.

 

Where It Appears in Higher Order:

BPT tasks are also typically found in the higher headquarters’ “task to subordinate units” section or called out elsewhere in the order (potentially in their COA statement). They will be labeled as “be prepared to” tasks.

 

Implication:

Because BPT tasks are conditional, subordinate units must develop flexible plans and be mentally and logistically prepared to execute them (this includes taking a careful look at your BPT task(s) and determining how would go about accomplishing it and what implied tasks it includes). However, they do not dedicate the same level of resources or priority as O/O tasks until (and unless) they are activated.

You can seek clarification with your commander about if you are to stop executing your mission-essential task to execute your BPT task, if directed.

 

Mission Statement Placement:

BPT tasks are usually not stated at the end of the mission statement, but you have the discretion to state them. 

Your discretion can be based on several factors. You are trying to balance a short and memorable mission statement that clearly articulates the high level of what’s about to happen. 

If the statement becomes longer and longer as all BPT tasks are added (which may not be executed, and which you are only allocated resources towards as able, after you have allocated resources towards your O/O tasks), the purpose of the mission statement may be defeated.  

Although O/O tasks are included within key tasks and critical tasks (because an O/O task will happen and is thus critical to mission success), a BPT may not occur, so it may not be critical to mission success.

 

Other Types of Tasks:

Key Tasks:

These will be defined at your level within your commander’s intent (addressed later). These will certainly be influenced by the other identified tasks but aren’t directly stated within the mission statement. These are important non-COA specific tasks your element will execute.

 

Critical Tasks:

These are not part of your mission statement and will be defined at your level within your concept of operation (addressed later). These will certainly be influenced by the other identified tasks but aren’t directly stated within the mission statement. These are specific COA specific tasks your element will execute, stated per phase.

 

Mission Statement Conclusion

After going through this process, you have defined the 5 W’s of your mission statement, along with any potential O/O or BPT tasks added. 

This provides your element with a simple summary of what is ahead. This, paired with your commander's intent, provides a framework for you to continue your planning, and for your element to understand the big picture of what's ahead. 

 

Learning More: Applying TLPs and OPORDs at BOLC & Beyond

This article was created from a selected portion of the B/G OPORD Blue Book. 

The B/G OPORD Blue Book serves to provide a supplemental resource for you. It can serve as both a primer to review before BOLC and a reliable tool for you to have during BOLC to support your learning. You can think about it as a textbook for BOLC. 

For example, when students are taught how to use the TLPs to produce an OPORD, that amount of information can be overwhelming. When you head home after class, you can flip to the relevant portion of the Blue Book, and use it as a textbook. We provide easy to understand explanations and examples, graphics, and doctrinal references, so you can focus on learning, not finding the right 800 page piece of doctrine to sort through.

The material is also useful for other courses that cover TLP material for officers including ROTC / West Point, Ranger School, Sapper School, Captain’s Career Course (CCC), a SOF Qualification Course, or something similar. The contents of the guide exceed the standards of BOLC, and speak to both the platoon and company levels. They can similarly be used to increase your understanding within those courses. 

Over 325 pages, the guide specifically includes:

• Explanations on the importance of the TLPs, how they are used to create an OPORD, and the application outside the schoolhouse; this provides the framework for the remainder of the material
• A step-by-step walk through of each step of the TLPs so they are understood for use in and out of the schoolhouse
• An in-depth walk through of TLP Step 3 and 6, which is where your "pen to paper" creation of your OPORD is completed; upon completion, it will be clear how you produce your platoon level OPORD using the TLPs
  
• Advice for new platoon leaders, including how to train your platoon on the TLPs, how to get all elements involved, and a practical look at how TLPs, OPORD production, and company commander backbrief may play out
• A walk through for considerations in preparation for Ranger School; we provide context of what the TLPs will look like at Ranger School, and key points where the OPORD production will differ from what you did at BOLC
• Doctrinal references throughout the book so you know exactly where to look when you need additional information

The guide uses common language that we can all understand. Too often, doctrine uses difficult to understand language and poor / lack of examples, and spreads that information across dozens of different materials making it hard to review. With common language, easy to understand examples, and a logical sequence, you'll be able to learn the most important concepts.

The B/G Team worked with those from across the Army, including professionals from conventional and non-conventional forces, officers and NCOs, Ranger School, RSLC, BOLC, CCC instructors, and a variety of experienced and most qualified military leaders to ensure accuracy and relevance. When that knowledge and experience was paired with in-depth reviews of doctrine and BOLC, CCC, and Ranger School standards, the material created exceeds the standard. Our commitment to excellence is why the book was created over a two year period and not rapidly produced. 

 

 

 

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The appearance of U.S. Department of War (DoW) visual information does not imply or constitute DoDW endorsement. 

Supplemental Learning Disclaimer: This guide is intended solely as a supplemental learning resource. It is not official guidance and should never be relied upon in place of current, authoritative doctrine issued by the US Department of War. Nothing can or should substitute the structured instruction, mentorship, and rigor of formal military training. Official US military doctrine and professional military education programs remain the primary sources of accurate and appropriate information for all tactical, operational, and leadership-related topics. This guide is not intended to replace or conflict with official instruction. Users are encouraged to consult primary source documents and current doctrine for the most up-to-date and complete information.

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Blog related to : IBOLC, ABOLC, BOLC, Troops Leading Procedures, TLPs, OPORD, OPORDs, Ranger School, MCCC, ROTC, Mission Planning, Army Doctrine, OPORD Example, Small Unit Leadership