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What the Army says

Doctrine

Every ADP, FM, ATP, and TC that matters, indexed by number and summarized in plain language, with a link to the official file.

ADP 1ADP 3-0ADP 6-0FM 3-0

How to read a designator

ADP
The fundamental principles. Short, and the source everything else hangs from.
FM
How the Army operates. Longer, tactical, and the one boards quote.
ATP
The techniques — the how, once the what is settled.
AR
Policy. Not doctrine. You are held to it.
DA PAM
Procedure. How to actually execute what the regulation directs.

Edition dates are what we verified on the Army Publishing Directorate. Publications get revised without notice — open the official record before you brief anything from here.

Publication index

67 of 67 shown

Quick reference

Publication system

Reading an Army publication number

What ADP, FM, ATP, TC, AR, DA PAM, and STP each mean, how the numbers are built, and why the difference between doctrine and policy decides how you cite it.

ADP 1ADP 1-01ADP 2-0ADP 3-0ADP 4-0ADP 5-0ADP 6-0ADP 7-0

Every Army publication carries a type and a number, and the type tells you what weight it has. Doctrine describes how the Army thinks about a problem and expects you to apply judgment. Policy tells you what you are required to do. Confusing the two is how leaders end up quoting a field manual to justify an administrative action that a regulation actually governs.

TypeWhat it isHow to treat it
ADPArmy Doctrine Publication. The foundational statement for a major topic.Short, principle-level. Start here to learn the vocabulary.
FMField Manual. The detailed doctrine for a topic, built on an ADP.The working manual. Where a staff argues from.
ATPArmy Techniques Publication. The non-prescriptive techniques for doing a task.Methods that work, not the only method.
TCTraining Circular. Training and skill instruction for individuals and small units.Drill, marksmanship, land navigation, the NCO guide.
ARArmy Regulation. Department of the Army policy.Directive. This is what you cite in a memorandum or an adverse action.
DA PAMDepartment of the Army Pamphlet. Procedures that implement a regulation.The how-to behind an AR. Not itself the policy.
STPSoldier Training Publication. Task summaries with conditions and standards.What a trainer evaluates a Soldier against.
GTAGraphic Training Aid. A card, poster, or handout for a specific task.Field reference, not authority.
Publication types and what each is for
SeriesSubjectFoundational publication
1The Army as an institution and professionADP 1, The Army
2IntelligenceADP 2-0, Intelligence
3OperationsADP 3-0, Operations
4SustainmentADP 4-0, Sustainment
5Planning and the operations processADP 5-0, The Operations Process
6Mission command and signalADP 6-0, Mission Command
7TrainingADP 7-0, Training
The doctrine series and its foundational ADP
The number before the dash
The functional series. Anything starting with 3 is operations; anything starting with 7 is training.
The digits after the dash
Narrow the subject inside that series. ADP 3-90 is offense and defense inside the operations series.
A decimal
Marks a subordinate publication, usually techniques for a specific formation or task, such as ATP 3-21.8 for the Infantry platoon and squad.
Regulation numbers
Follow the Army functional file system, not the doctrine series. The 600 series is personnel, 670 is uniforms, 700 and 710 are logistics, 350 is training, 385 is safety.

Capstone doctrine

The Army's operational concept: multidomain operations

Multidomain operations is the Army's operational concept. It replaced unified land operations, which means a lot of study material written before 2025 is teaching a superseded framework.

ADP 3-0FM 3-0ADP 5-0ADP 6-0

An operational concept is the Army's single answer to how it fights. It sets the vocabulary that every other publication borrows, so when it changes, a lot of downstream material goes stale at once. That is exactly what happened in March 2025, when both ADP 3-0 and FM 3-0 were reissued.

Multidomain operations (MDO)
The combined arms employment of joint and Army capabilities to create and exploit relative advantages that achieve objectives, defeat enemy forces, and consolidate gains for the joint force commander.
Combined arms
Using different capabilities together so the enemy's answer to one of them exposes him to another. MDO extends that idea past the land fight into every domain.
Relative advantage
A temporary condition you create and then have to use before it closes. MDO is written around creating and exploiting them rather than holding a permanent edge.
  • Land
  • Maritime
  • Air
  • Space
  • Cyberspace

Those are the five domains. Army forces do not own most of them, which is the point: MDO assumes you are integrating joint capabilities rather than fighting a self-contained land battle. The electromagnetic spectrum and the information environment cut across all five.

What did not change: the six warfighting functions, the operations process, and mission command as the approach to command and control. Those are the parts of ADP 3-0's vocabulary that survived the revision intact, which is why they are worth memorizing and the framework labels are not.

Organizing combat power

The six warfighting functions

The six groupings a commander and staff use to organize tasks and capabilities so nothing gets left out of a plan, and the one naming trap boards use to catch people.

ADP 3-0ADP 2-0ADP 3-19ADP 3-37ADP 4-0ADP 6-0ADP 3-90
Warfighting function
A group of tasks and systems united by a common purpose that commanders use to accomplish missions. It is an organizing tool for planning, not a type of unit.
FunctionWhat it groupsUsual staff lead
Command and controlThe commander's exercise of authority and direction, the staff, and the systems that support decision making.Commander, supported by the S-3 and S-6
Movement and maneuverMoving forces to gain a position of advantage and employing direct fires from that position.S-3
IntelligenceUnderstanding the threat, terrain, weather, and civil considerations, and driving collection.S-2
FiresDelivering and integrating lethal and nonlethal effects, including air and missile defense.Fire support officer / fires cell
SustainmentLogistics, personnel services, and health service support -- what gives the force reach and endurance.S-4 and S-1
ProtectionPreserving combat power so the force can keep fighting: risk management, survivability, security of the force.Protection cell
The six warfighting functions

Each function has a foundational publication behind it: ADP 2-0 for intelligence, ADP 3-19 for fires, ADP 3-37 for protection, ADP 4-0 for sustainment, ADP 6-0 for command and control. Movement and maneuver is covered across ADP 3-0 and ADP 3-90.

Command and control

The seven principles of mission command

Mission command is how the Army exercises command and control: tell subordinates what to accomplish and why, then let them figure out how. Seven principles make that work.

ADP 6-0ADP 5-0FM 6-0FM 5-0

Mission command exists because no plan survives contact and no commander can see the whole fight. It pushes decisions to the leader who can see the problem, inside boundaries the commander set in advance. It is not permission to do whatever you want; it is a bargain that only holds if all seven principles are present.

Competence
Subordinates have to be good enough at their jobs to be trusted with a decision. Competence is built by training, not granted by rank.
Mutual trust
Shared confidence that everyone will do their job. It is earned over time and it is the first thing lost when a leader micromanages after a mistake.
Shared understanding
Everyone understands the problem, the mission, and the operational environment the same way. Achieved through collaboration, rehearsals, and plain orders.
Commander's intent
A clear statement of purpose, key tasks, and desired end state that lets subordinates act when the plan breaks down.
Mission orders
Orders that assign a task and a purpose and leave the method to the subordinate. They tell what and why, not how.
Disciplined initiative
Acting in the absence of orders, or departing from the plan, when doing so serves the commander's intent. The discipline is in staying inside the intent.
Risk acceptance
Commanders deliberately accept prudent risk to create opportunity. Accepting no risk is itself a decision, and usually a bad one.
ElementThe question it answers
Expanded purposeWhy are we doing this, beyond the task in paragraph 2?
Key tasksWhat must be done regardless of how the plan changes?
End stateWhat does the friendly force, the enemy, the terrain, and the civil situation look like when we are done?
What a commander's intent has to contain

How units run operations

The operations process

Plan, prepare, execute, and assess. Four activities that overlap continuously, plus the six things a commander personally does throughout all of them.

ADP 5-0FM 5-0FM 6-0ADP 6-0

The operations process is the Army's framework for organizing the work of an operation. Most staff friction traces back to a unit treating it as four sequential phases when it is four overlapping activities that run at the same time on different problems.

  1. 1

    Plan

    Understand the situation, envision a desired end state, and lay out an effective way to get there. Produces a plan or an order.

  2. 2

    Prepare

    Everything done to improve the unit's ability to execute: rehearsals, precombat checks and inspections, reconnaissance, task organization, movement, and training.

  3. 3

    Execute

    Putting the plan into action, and adjusting it as the situation develops. Decision points from planning get answered here.

  4. 4

    Assess

    Continuously judging progress against the plan. Assessment runs through all three of the others rather than following them.

  • Understand -- build and keep a picture of the situation.
  • Visualize -- form a mental image of the current state, the end state, and the way between them.
  • Describe -- communicate that image through intent, planning guidance, and information requirements.
  • Direct -- assign tasks, prioritize and allocate resources, and make decisions.
  • Lead -- influence people and the organization by presence and example.
  • Assess -- judge whether the operation is working.

Those six are the commander's activities. They are what a commander does personally across the whole operations process, and they are the reason the process is described as commander-driven rather than staff-driven. The staff supports each of them; it does not perform them.

ADP 5-0 is the doctrine; FM 5-0 carries the detailed planning procedures, including MDMP, troop leading procedures, Army design methodology, and the formats for plans and orders. FM 6-0 covers how the staff and command post are organized to support the process.

Types of operations

The four things Army forces do: offense, defense, stability, DSCA

The four operations Army forces conduct, the subordinate types under offense and defense, and a note on the terminology that changed with the 2025 doctrine revision.

ADP 3-0ADP 3-90FM 3-90ADP 3-07ADP 3-28

Whatever the framework is called in a given edition, Army forces conduct four kinds of operations. Units execute combinations of them simultaneously rather than one at a time -- a brigade can be attacking with one battalion while another holds terrain and a third supports local governance.

OperationPurposePublication
OffenseDefeat or destroy enemy forces and seize terrain, resources, and population centers.ADP 3-90, FM 3-90
DefenseDefeat an attack, buy time, economize forces, and set conditions to go back on the offense.ADP 3-90, FM 3-90
StabilityEstablish civil security and civil control and restore essential services, usually supporting civilian agencies and the host nation.ADP 3-07
Defense support of civil authoritiesSupport civil authorities inside the United States during disasters and other domestic emergencies.ADP 3-28
The four operations and where the doctrine lives
  1. Movement to contact -- develop the situation and make contact on your terms when the enemy situation is vague.
  2. Attack -- defeat, destroy, or neutralize a known enemy force.
  3. Exploitation -- follow a successful attack to prevent the enemy from reconstituting.
  4. Pursuit -- catch and destroy a force attempting to escape.

Those are the four offensive operations. The three defensive operations are area defense, mobile defense, and retrograde. Retrograde covers delay, withdrawal, and retirement, and it is a defensive operation, not a failure.

  • Envelopment
  • Turning movement
  • Infiltration
  • Penetration
  • Flank attack
  • Frontal attack

Those are the forms of maneuver -- the ways a force gets to a position of advantage relative to the enemy. Boards commonly ask for the four offensive operations and the forms of maneuver in the same breath, so keep the two lists straight.

Framing the problem

The three levels of warfare

Strategic, operational, and tactical. The levels describe the scope of a problem and its consequences, not the size of the unit working on it.

ADP 3-0FM 3-0

The levels of warfare exist to link what a nation is trying to achieve with what a unit does on the ground. They are a way of describing the scope and consequence of an action, which is why a squad leader's decision can occasionally have strategic consequences.

LevelThe question it answersTypically worked at
StrategicWhat national or alliance objective are we pursuing, and with what resources and constraints?National command authority, combatant commands, theater army
OperationalHow do we sequence tactical actions in time, space, and purpose to achieve the strategic objective?Joint task force, corps, division
TacticalHow do we arrange forces to win this engagement or battle?Division, brigade, battalion, and below
The three levels
Campaign
A series of related operations aimed at a strategic or operational objective within a given time and space. Campaigns are the operational level's product.
Battle
A set of related engagements that lasts longer and involves larger forces than an engagement, and can affect the course of a campaign.
Engagement
A tactical conflict between opposing forces, usually short and between small formations.

The levels are joint terminology that Army doctrine adopts, which is why they show up unchanged across ADP 3-0, FM 3-0, and joint publications. They are among the most stable definitions in the library.

What the Army contributes

The Army's strategic roles

The four roles the Army performs for the joint force, from shaping an environment in peacetime through consolidating gains after the fighting stops.

ADP 3-0FM 3-0ADP 3-07

Strategic roles answer a different question than the types of operations do. The types of operations describe what a unit is doing; the strategic roles describe what the Army as a whole contributes to the joint force at a given point on the road from competition to armed conflict and back.

RoleWhat the Army is doingWhen it dominates
Shape operational environmentsSetting the theater, building partner capacity, exercising with allies, and gaining access and understanding before a crisis.Competition below armed conflict
Prevent conflictDeterring an adversary by demonstrating credible, ready capability and posturing forces where they matter.Crisis
Prevail in large-scale ground combatDefeating an enemy's land forces and seizing terrain, resources, and population centers.Armed conflict
Consolidate gainsMaking the outcome durable -- security, governance, and transition to a legitimate authority so the win holds.Throughout, and heaviest after major combat
The four strategic roles

Consolidating gains is the one leaders underestimate. It is not a phase that starts after the shooting stops; doctrine treats it as continuous, and it is where stability operations do most of their work. A tactical victory that is not consolidated does not produce a strategic result.

Research method

Confirming you have the current edition

How to check the Army Publishing Directorate for the edition in effect, and the warning signs that the file on your desktop is out of date.

ADP 3-0FM 6-27FM 27-10FM 7-22ATP 7-22.01ATP 5-19DD 2977AR 350-1AR 600-20AR 600-8-19AR 27-10

Army Publishing Directorate is the only authoritative source for what edition of a publication is in effect. Everything else -- a saved PDF, a study guide site, a shared drive folder, a slide deck from your last unit -- is a copy of something that may have been superseded since it was made.

  1. 1

    Go to the APD product map for the type

    armypubs.army.mil has a separate index for ADPs, FMs, ATPs, TCs, ARs, and pamphlets. The type index is a stable link; individual record identifiers change when a pub is revised.

  2. 2

    Find the designator, not the title

    Titles get reworded between editions. Search on the number.

  3. 3

    Read the date and the status

    Compare the posted date to the date on your copy. Note whether the record shows the publication as active, rescinded, or superseded.

  4. 4

    Check for changes and administrative revisions

    A publication can be current in date and still have a change posted against it. Download the current file rather than assuming your copy includes the change.

  5. 5

    Check what it superseded

    The record states what the edition replaced. That is how you trace an old citation forward to its current home.

What you seeWhat it usually means
A citation to unified land operationsWritten against the July 2019 ADP 3-0, superseded March 2025.
A citation to FM 27-10 for the law of warSuperseded in August 2019 by FM 6-27 / MCTP 11-10C.
Composite risk management and DA Form 7566Obsolete. The term is risk management and the worksheet is DD Form 2977.
TC 3-22.20 for physical readinessSuperseded by FM 7-22, Holistic Health and Fitness.
ACFT scoring tablesThe Army fitness test of record has changed. Confirm against ATP 7-22.01 and current Army directives.
Signs the reference you are holding is stale