Fillable Printable Detailed Risk Management Form
Fillable Printable Detailed Risk Management Form
Detailed Risk Management Form
i
FM 100-14
Field Manual Headquarters
No. 100- 14 Department of the Army
Washington, DC, 23 April 1998
Risk Management
Contents
Page
Preface
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ii
Introduction
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
iii
Chapter 1 Risk Management Fundamentals
. . . . . . . . . . . . . . . . . . . . . . . . . . . 1-1
Background . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-2
Principles. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-3
Applicability . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-4
Constraints . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-7
Chapter 2 Risk Management Process
. . . . . . . . . . . . . . . . . . . . . . . . . . .2-0
The Five Steps: An Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-0
The Five Steps Applied . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-2
Tools and Pitfalls . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-19
Chapter 3 Risk Management Implementation
. . . . . . . . . . . . . . . . . . . . . . . . .
3-0
Moral and Ethical Implications for Leaders . . . . . . . . . . . . . . . . . . . . .3-0
Responsibilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-1
Integration into Training and Operations . . . . . . . . . . . . . . . . . . . . . . 3-7
Assessment of the Risk Management Process. . . . . . . . . . . . . . . . . 3-9
Appendix Examples of Risk Management Application
. . . . . . . Appendix-1
Glossary
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Glossary-0
References
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
References-0
Index
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Index-1
DISTRIBUTION RESTRICTION:
Approved for public release; distribution is
unlimited.
ii
Preface
FM 100-14 applies across the wide range of Army operations. It
explains the principles, procedures, and responsibilities to
successfully apply the
risk management process
to conserve combat
power and resources. The manual applies to both Army and civilian
personnel during all Army activities, including joint, multinational,
and interagency environments.
The manual is intended to help commanders,
1
their staffs,
leaders,
2
and managers develop a framework to make risk
management a routine part of planning
,
preparing
,
and executing
operational missions and everyday tasks. This framework will allow
soldiers to operate with maximum initiative, flexibility, and
adaptability. Although the manual’s prime focus is the operational
Army, the principles of risk management apply to all Army activities.
Army operations—especially combat operations—are demanding
and complex. They are inherently dangerous, including tough,
realistic training. Managing risks related to such operations requires
educated judgment and professional competence. The risk
management pr ocess allows individuals to make informed, conscious
decisions to accept risks at acceptable levels.
This manual is not a substitute for thought. Simply r eading it will
not make one adept in building protection around a mission.
3
Soldiers
should compare the doctrine herein against their own experience and
think about why, when, and how it
applies to their situation and area
of responsibility. If the doctrine herein is to be useful, it must become
second nature.
The proponent of this manual is HQ TRADOC. Send comments
and recommendations on DA Form 2028 directly to Commander, US
Army Training and Doctrine Command, ATTN: ATBO-SO, Fort
Monroe, VA 23651-5000.
Unless this publication states otherwise, masculine nouns and
pronouns do not refer exclusively to men.
1
The term
commander
as used herein refers to personnel in a command
position.
2
The term
leader
as used herein refers to commanders, personnel in the
chain of command (team, squad, section, platoon leader), and staff mem-
bers having personnel supervisory responsibility.
3
The term
mission
as used herein includes mission, operation, or task.
iii
Introduction
Risk management is not an add-on feature to the decision-
making process but rather a fully integrated element of
planning and executing operations... Risk management helps
us pr eserve combat power and retain the flexibility for bold and
decisive action. Proper risk management is a combat multiplier
that we can ill afford to squander.
General Dennis J. Reimer
Chief of Staff, Army
27 July 1995
The Army’s fundamental purpose is to fight and win the nation’s
wars. For this purpose, the country gives the Army critical resources,
including those most valuable—its sons and daughters. The Army
uses its resources to generate overwhelming combat power to fight
and win quickly, decisively, and with minimal losses. The Army’s
inherent responsibility to the nation is to protect and preserve its
resources—a responsibility that resides at all levels. Risk management
is an effective process for preserving resources. It is not an event. It
is both an art and a science. Soldiers use it to identify tactical and
accident risks, which they reduce by avoiding, controlling, or
eliminating hazards.
The Army introduced the risk management process into training,
the operational environments, and materiel acquisition in the late
1980s. Risk management was originally perceived as solely a safety
officer function. However, by the early 1990s, the Army established a
goal to integrate risk management into all Army processes and
activities and into every individual’s behavior, both on and off duty.
Since the process was introduced, the personal involvement of
commanders in pr eventing accidents—and their aggr essive use of the
process—have become driving factors in the steady downward trend
in Army accidental losses.
Leaders must understand the importance of the process in
conserving combat power and resources. Risk management, like
reconnaissance and security, is an ongoing process that continues from
mission to mission. Within the mission, leaders must know when the
process begins and who has responsibility. It must be integral to the
military decision. The process is an important means to enhance
situational awareness.
Risk Management
iv
Risk decisions are commanders’ business. Such decisions are
normally based on the next higher commander ’s guidance on how
much risk he is willing to accept and delegate for the mission. Risk
decisions should be made at the lowest possible level, except in
extreme circumstances. Training operations, including those at
combat training centers (CTCs), may be of such intensity that risk
decision are retained at a higher level.
Both leaders and staffs manage risk. Staff members continuously
look for hazards associated with their areas of expertise. They then
recommend controls to reduce risks. Hazards and the resulting risks
may vary as circumstances change and experience is gained. Leaders
and individual soldiers become the assessors for ever-changing
hazards such as those associated with environment (weather;
visibility; contaminated air, water, and soil), equipment readiness,
individual and unit experience, and fatigue. Leaders should advise
the chain of command on risks and risk reduction measures.
1-1
Chapter 1
Risk Management Fundamentals
Sizing up opponents to determine victory, assessing dangers
and distances is the pr oper course of action for military leaders.
Sun Tzu, The Art of War , “Terrain”
Risk management
is the process of identifying, assessing,
and controlling risks arising from operational factors
and making decisions that balance risk costs with
mission benefits. Leaders and soldiers at all levels use
risk management. It applies to all missions and
environments across the wide range of Army
operations. Risk management is fundamental in
developing confident and competent leaders and units.
Proficiency in applying risk management is critical to
conserving combat power and resources. Commanders
must firmly ground current and future leaders in the
critical skills of the five-step risk management process.
Risk is characterized by both the probability and severity
of a potential loss that may r esult fr om hazards due to the
presence of an enemy, an adversary, or some other
hazardous condition. Perception of risk varies from
person to person. What is risky or dangerous to one
person may not be to another. Perception influences
leaders’ decisions. A publicized event such as a training
accident or a relatively minor incident may increase the
public’s perception of risk for that particular event and
time—sometimes to the point of making such risks
unacceptable. Failure to effectively manage the risk
may make an operation too costly—politically,
economically, and in terms of combat power (soldiers
lives and equipment). This chapter presents the
background, principles, applicability, and
constraints
relating to the
risk management process.
Risk Management
1-2
Army
World War II
1942–1945
Korea
1950–1953
Vietnam
1965–1972
Desert Shield/
Storm
1
1990–1991
Accidents
Friendly Fire
Enemy Action
56%
1%
43%
44%
1%
55%
54%
1%
45%
75%
5%
20%
1
These numbers include the relatively long buildup time and short
period of combat action
BACKGROUND
Throughout the history of armed conflict, government and
military leaders have tried to reckon with the effect of casualties on
policy, strategy, and mission accomplishment. Government and
military leaders consider battle losses from different perspectives.
However, both must balance the following against the value of
national objectives:
• Effects of casualties.
• Impact on civilians.
• Damage to the environment.
• Loss of equipment.
• Level of public reaction.
War is inherently complex, dynamic, and fluid. It is characterized
by uncertainty, ambiguity, and friction.
Uncertainty
results from
unknowns or lack of information.
Ambiguity
is the blurring or fog that
makes it difficult to distinguish fact from impression about a situation
and the enemy.
Friction
results from change, operational hazards,
fatigue, and fears br ought on by danger. These characteristics cloud the
operating environment; they create risks that af fect an army’s ability to
fight and win. In uncertainty, ambiguity, and friction, both danger and
opportunity exist. Hence, a leader’s ability to adapt and take risks are
key traits. Chapter 2 of FM 100-5 provides information on the
challenging cir cumstances of military operations during conflict.
Historically, the Army has had more accidental losses, including
fratricide (friendly fire), than losses from enemy action. See Figure 1-1.
These accidental losses are the same types experienced in peacetime
Figure 1-1. Battle and Nonbattle Casualties
FM 100-14
1-3
during training exercises. These losses are not caused by the enemy or
an adversary. Factors include—
• An ever-changing operational environment.
• Effects of a fast-paced, high-operational tempo (OPTEMPO) and
a high-personnel tempo (PERSTEMPO) on unit and human
performance. Examples include leader or soldier err or or failur e
to train or perform to standards.
• Equipment failure, support failure, and the effects of the
physical environment.
PRINCIPLES
The basic principles that provide a framework for implementing
the risk management process are—
•
Integrating risk management into mission planning, preparation, and
execution.
Leaders and staffs continuously identify hazards and
assess both accident and tactical risks. They then develop and
coordinate control measures. They determine the level of residual
risk for accident hazards in order to evaluate courses of action
(COAs). They integrate control measures into staff estimates,
operation plans (OPLANs), operation orders (OPORDs), and
missions. Commanders assess the ar eas in which they might take
tactical risks. They approve control measures that will reduce
risks. Leaders ensure that all soldiers understand and properly
execute risk controls. They continuously assess variable hazards
and implement risk contr ols.
•
Making risk decisions at the appropriate level in the chain of command.
The commander should address risk guidance in his
commander’s guidance. He bases his risk guidance on
established Army and other appropriate policies and on his
higher commander’s direction. He then gives guidance on how
much risk he is willing to accept and delegate. Subordinates seek
the higher commander ’s approval to accept risks that might
imperil the next higher commander’s intent.
•
Accepting no unnecessary risk.
Commanders compare and balance
risks against mission expectations and accept risks only if the
benefits outweigh the potential costs or losses. Commanders
alone decide whether to accept the level of residual risk to
accomplish the mission.
Risk Management
1-4
APPLICABILITY
Risk management applies to all situations and environments
across the wide range of Army operations, activities, and
pr ocesses. Risk management is useful in developing, fielding, and
employing the total Army force. Figure 1-2 summarizes the key
aspects of risk management.
DEVELOPMENT
Development concerns include force design, manpower
allocation, training and training developments, and combat and
materiel developments (equipment and weapons systems) and
battle laboratories.
Risk management assists the commander or leader in—
• Conserving lives and resources and avoiding
unnecessary risk.
• Making an informed decision to implement a COA.
• Identifying feasible and effective control measures where
specific standards do not exist.
• Providing reasonable alternatives for mission
accomplishment.
Risk management does not—
• Inhibit the commander’s and leader's flexibility and
initiative.
• Remove risk altogether, or support a zero defects
mindset.
• Require a GO/NO-GO decision.
• Sanction or justify violating the law.
• Remove the necessity for standard drills, tactics,
techniques, and procedures.
Figure 1-2. Key Aspects of Risk Management
FM 100-14
1-5
Force Design
Concerns include risks introduced in trade-off decisions that
involve the design and equipping of—
• Tables of organization and equipment (TOE).
• Modification tables of organization and equipment (MTOE).
• Tables of distribution and allowances (TDA) organizations.
Manpower Allocations
Concerns include shortfalls in manning that put unit readiness
and full use of combat system capabilities at risk.
Training and Training Developments
Concerns include hazardous and critical training tasks and
feasible risk reduction measures that provide leaders with the
flexibility to safely conduct tough, realistic training.
Combat and Materiel Developments and Battle Laboratories
Concerns include providing a means to assist in making informed
trade-off decisions such as—
• Balancing equipment form, fit, and function.
• Balancing the durability and cost of equipment and spare parts
against their reliability, availability, and maintainability
requirements.
• Determining the environmental impact.
• Determining whether to accept systems with less than the full
capabilities prescribed in requirement documents and
experimental procedures.
ARs 70-1 and 385-16 and MIL-STD-882 provide details on risk
management application in the Army materiel acquisition process.
FIELDING
Fielding concerns include personnel assignments, sustainment
and logistics, training, and base operations.
Personnel Assignments
Concerns include making informed decisions in assigning
replacement personnel. For example, a risk is associated with
assigning a multiple launch rocket system crewmember as a
replacement for a tube artillery cannon crewmember.
Risk Management
1-6
Sustainment and Logistics
Concerns include enhancing one’s ability to determine support
requirements, the order in which they should be received, and the
potential impact of logistics decisions on operations.
Training
Concerns include helping leaders determine the—
• Balance between training realism and unnecessary risks
in training.
• Impact of training operations on the environment.
• Level of proficiency and experience of soldiers and leaders.
Base Operations
Concerns include prioritizing the execution of base operations
functions to get the most benefit from available resources. Examples
include allocating resources for pollution prevention, correcting safety
and health hazards, and correcting violations of environmental
protection regulations. FM 20-400 provides specific guidance on
environmental protection in military operations.
EMPLOYMENT
Employment concerns include force protection and deployment,
operations, and redeployment.
Force Protection
Concerns include developing a plan that identifies threats and their
associated hazar ds and balancing resource restraints against the risk.
Deployment, Operations, and Redeployment
Concerns include—
• Analyzing the factors of mission, enemy, terrain, troops, and
time available (METT-T) to determine both tactical and accident
risks and appropriate risk reduction measures.
• Determining the correct units, equipment composition, and
sequence.
• Identifying controls essential to safety and environmental
protection.
FM 100-14
1-7
CONSTRAINTS
Risk management does not convey authority to violate the law-of-
land warfare or deliberately disobey local, state, national, or host
nation laws. It does not justify ignoring regulatory restrictions and
applicable standards. Neither does it justify bypassing risk controls
required by law, such as life safety and fire protection codes, physical
security, transport and disposal of hazardous material and waste, or
storage of classified material. Commanders may not use risk
management to alter or bypass legislative intent. However, when
restrictions imposed by other agencies adversely affect the mission,
planners may negotiate a satisfactory COA if the result conforms to
the legislative intent.
Risk management assists the commander in complying with
regulatory and legal requirements by—
• Identifying applicable legal standards that affect the mission.
• Identifying alternate COAs or alternate standards that meet the
intent of the law.
• Ensuring better use of limited resources through establishing
priorities to corr ect known hazar dous conditions that will r esult
in projects with the highest return on investment funded first.
