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MDMP PDF
MDMP PDF
Foreword
Historically, a unit’s success is directly related to the ability of the staff to
execute the military decisionmaking process (MDMP). Given the increased
complexity of today’s operational environment and the vast array of mission
command systems and processes, integration and synchronization of all
activities associated with operations are increasingly difficult.
Observations derived from deployed units, as well as from trainers at
Combat Training Centers (CTCs) over the past decade, indicate a significant
loss of unit ability to conduct a detailed MDMP. This lack of planning
expertise results in de-synchronized operations, and could ultimately cost
the lives of Soldiers.
Both in actual operations and in training at the CTCs, planning time is
often extremely limited. In these instances, units often omit steps of the
MDMP. Most CTC trainers agree that when time is limited, completely
omitting any step of the MDMP is not the solution and often degrades
mission success. Combat operations in Iraq and Afghanistan resulted in
the use of non-doctrinal story boards in the planning process. This practice
lacks the fidelity necessary to provide the commander with decisionmaking
information he needs, and can lead to a loss of synchronization during
operations.
The MDMP is a solid model for developing a solution to a problem.
However, if the staff conducting the MDMP is unfamiliar with each of the
steps, the process can become very complex, and errors committed early in
the process become increasingly problematic as planning continues.
The MDMP facilitates interaction among the commander, staff, and
subordinate headquarters throughout the operations process. It provides
a structure for the staff to work collectively and produce a coordinated
plan. During planning, staff members monitor, track, and aggressively
seek information important to their functional areas. They assess how
this information affects course of action development and apply it to any
recommendations they make.
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There are numerous key doctrinal manuals that address MDMP. This
handbook is designed to consolidate much of this doctrine, combined
with analysis of observations from recent deployments and CTC
rotations, into a single source that is useful to junior leaders as
they conduct the MDMP. More detailed study of the MDMP can be
accomplished by studying the key doctrinal manuals listed in Chapter 13
of this handbook.
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The Secretary of the Army has determined that the publication of this
periodical is necessary in the transaction of the public business as required
by law of the Department.
Unless otherwise stated, whenever the masculine or feminine gender is
used, both are intended.
Note: Any publications (other than CALL publications) referenced in
this product, such as ARs, FMs, and TMs, must be obtained through your
pinpoint distribution system.
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Introduction
“A good plan violently executed now is better than a perfect plan
executed next week.”
— General George S. Patton
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Chapter 1
Army Design Methodology
This chapter is designed to give a brief explanation of the Army design
methodology and how it is integrated with the military decisionmaking
process (MDMP). For a more detailed explanation of the Army design
methodology, refer to ADP 5-0 and ADRP 5-0.
Army design methodology is a methodology for applying critical and creative
thinking to understand, visualize, and describe problems and approaches to
solving them (ADRP 5-0). Army design methodology is particularly useful
as an aid to conceptual planning, but must be integrated with the detailed
planning typically associated with the MDMP to produce executable plans.
Army design methodology entails framing an operational environment,
framing a problem, and developing an operational approach to solve
the problem. It results in an improved understanding of the operational
environment, a problem statement, the initial commander’s intent, and
an operational approach that serves as the link between conceptual and
detailed planning. Based on their understanding gained during the Army
design methodology, commanders issue planning guidance, to include an
operational approach, to guide more detailed planning using the MDMP.
Figure 1-1 depicts the general activities of Army design methodology. While
planners complete some activities before others, the learning generated in one
activity may require revisiting the learning derived in another activity.
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Reframing
Through continuous assessment, the commander and staff monitor the
operational environment and progress toward setting conditions and
achieving objectives. If the current operational approach is failing to meet
expectations, or if aspects of the operational environment or problem
change significantly, the commander may decide to begin reframing efforts.
During operations, commanders decide to reframe after realizing that the
desired conditions have changed, are not achievable, or cannot be attained
through the current operational approach, or because of change of mission
or end state. Reframing provides the freedom to operate beyond the limits
of any single perspective. Conditions will change during execution, and
such change is expected because forces interact within the operational
environment. Recognizing and anticipating these changes is fundamental to
Army design methodology and essential to an organization’s ability to learn.
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Chapter 2
Military Decisionmaking Process
The MDMP is an iterative planning methodology that integrates the
activities of the commander, staff, subordinate headquarters, and other
partners to understand the situation and mission, develop and compare
courses of action (COAs), decide on a COA that best accomplishes
the mission, and produce an operation plan or order for execution. The
MDMP helps leaders apply thoroughness, clarity, sound judgment, logic,
and professional knowledge to understand situations, develop options
to solve problems, and reach decisions. The MDMP is a process that
helps commanders, staffs, and others think critically and creatively while
planning.
The MDMP facilitates collaborative and parallel planning as the higher
headquarters solicits input and continuously shares information concerning
future operations with subordinate and adjacent units, supporting and
supported units, and other military and civilian partners through planning
meetings, warning orders (WARNORDs), and other means. Commanders
encourage active collaboration among all organizations affected by the
pending operations to build a shared understanding of the situation,
participate in COA development and decision making, and resolve conflicts
before publication of the plan or order.
The MDMP also drives preparation. Since time is a factor in all operations,
commanders and staffs conduct a time analysis early in the planning
process. This analysis helps them determine what actions are required and
when those actions must begin to ensure forces are ready and in position
before execution. This may require the commander to direct subordinates
to start necessary movements; conduct task organization changes; begin
information collection operations; and execute other preparation activities
before completing the plan. The commander directs these tasks in a series of
WARNORDs as the commander and staff conduct the MDMP.
During planning, assessment focuses on developing an understanding of the
current situation, ascertaining what to assess, and determining how to assess
progress using measures of effectiveness and measures of performance.
Developing the unit’s assessment plan occurs during the MDMP — not after
the plan or order is developed.
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Chapter 3
Receipt of Mission
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Chapter 4
Mission Analysis
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During the mission analysis step, the staff analyzes the higher headquarters’
plans or orders to ensure staff members fully understand the mission, intent,
resources available, constraints and limitations, and specified and implied
tasks. The staff performs initial intelligence preparation of the battlefield
(IPB); develops critical facts and assumptions; and determines the initial
commander’s critical information requirements (CCIRs) and essential
elements of friendly information (EEFIs). At the end of this step, the staff
has developed a proposed problem statement and a proposed mission
statement; has presented the mission analysis briefing; is prepared to
develop courses of action; and issues a warning order to subordinate units.
While the staff is conducting its analysis, the commander is conducting
his own. The commander’s analysis provides a frame of reference that
helps to quickly assess the staff’s work. Though mission analysis marks
the beginning of the staff estimate, it is not a one-time effort. Mission
analysis is a continuous effort that is constantly re-evaluated as the situation
develops and new information is presented.
Mission Analysis Steps
•• Step 1: Analyze the higher headquarters’ plan or order.
•• Step 2: Perform initial IPB.
•• Step 3: Determine specified, implied, and essential tasks.
•• Step 4: Review available assets and identify resource shortfalls.
•• Step 5: Determine constraints.
•• Step 6: Identify critical facts and develop assumptions.
•• Step 7: Begin risk management.
•• Step 8: Determine initial CCIRs and EEFIs.
•• Step 9: Develop initial information collection plan.
•• Step 10: Update plan for the use of available time.
•• Step 11: Develop initial themes and messages.
•• Step 12: Develop a proposed problem statement.
•• Step 13: Develop a proposed mission statement.
•• Step 14: Present the mission analysis briefing.
•• Step 15: Develop and issue the initial commander’s intent.
•• Step 16: Develop and issue initial planning guidance.
•• Step 17: Develop course of action (COA) evaluation criteria.
•• Step 18: Issue a warning order (WARNORD).
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threat. The threat COA models provide a basis for formulating friendly
COAs and completing the intelligence estimate.
The intelligence staff, in collaboration with other staff sections, develops
other IPB products during mission analysis. That collaboration should
result in the drafting of initial priority intelligence requirements (PIRs), the
production of a complete modified combined obstacles overlay, a list of
high-value targets, and unrefined event templates and matrices. IPB should
provide an understanding of the threat’s center of gravity, which then can be
exploited by friendly forces.
(Note: The IPB is arguably the most important portion of the MDMP. It
identifies where you are operating and who is operating with and against
you. The rest of the MDMP builds upon this fundamental framework.) For
detailed information on the IPB process, refer to ATP 2-01.3, Intelligence
Preparation of the Battlefield/Battlespace.
Step 3: Determine specified, implied, and essential tasks.
The staff analyzes the higher headquarters’ order and the higher
commander’s guidance to determine its specified and implied tasks.
In the context of operations, a task is a clearly defined and measurable
activity accomplished by Soldiers, units, and organizations that may support
or that other tasks support. The “what” of a mission statement is always a
task.
Specified tasks are tasks specifically assigned to a unit by its higher
headquarters. The higher headquarters may assign the tasks either orally
during collaborative planning sessions or in directives from the higher
commander.
Implied tasks are tasks the unit must perform to accomplish a specified
task or the mission, but the higher headquarters’ order does not state
them. The staff derives implied tasks from a detailed analysis of the
higher headquarters’ order, the enemy situation, the terrain, and civil
considerations. Additionally, analysis of doctrinal requirements for each
specified task might disclose implied tasks. Units with an assigned AO
are responsible for ensuring the conduct of essential stability tasks for the
population in areas they control. While higher headquarters specifies some
stability tasks, commanders consider the primary stability tasks found in
FM 3-07, Stability Operations, as sources for implied tasks. These implied
tasks, at a minimum, provide for civil security, restoration of essential
services, and civil control for civil populations in the AO they control.
Based on this analysis, the staff determines if there are other agencies, civil
or military, that can provide these tasks. If not, the unit plans to provide
these tasks using available assets. If the unit determines it does not have the
assets, it informs its higher headquarters.
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Once staff members have identified specified and implied tasks, they ensure
they understand each task’s requirements and the purpose for accomplishing
each task. They then determine the task or tasks units must successfully
execute to accomplish the mission.
Essential tasks are specified or implied tasks the unit must execute to
accomplish the mission. Essential tasks are always included in the unit’s
mission statement.
Step 4: Review available assets; identify resource shortfalls.
The commander and staff examine additions to and deletions from the
current task organization, command and support relationships, and status
(current capabilities and limitations) of all units. This analysis also
includes the capabilities of civilian and military organizations (joint,
special operations, host nation, and multinational) that operate within the
unit’s AO. The commander and staff consider relationships between and
among specified, implied, and essential tasks and available assets. From
this analysis, staffs determine if they have the assets needed to accomplish
all tasks. If shortages occur, they identify additional resources needed
for mission success to the higher headquarters. Staffs also identify any
deviations from the normal task organization. A more detailed analysis of
available assets occurs during COA development.
Step 5: Determine constraints.
The commander and staff identify any constraints placed on their command.
A constraint is a restriction placed on the command by a higher headquarters.
A constraint dictates an action or inaction, thus restricting the freedom
of action of a subordinate commander. Commanders find constraints in
paragraph 3 in the operation plan (OPLAN) or operation order (OPORD).
Annexes to the order may also include constraints. The operations overlay,
for example, may contain a restrictive fire line or a no-fire area. Commanders
may issue constraints orally, in WARNORDs, or in policy memorandums.
Step 6: Identify critical facts and develop assumptions.
Imperfect knowledge and assumptions about the future form the basis for all
planning.
A fact is a statement of truth or a statement considered to be true at the time.
Facts concerning the operational and mission variables serve as the basis
for developing situational understanding, for continued planning, and for
assessing progress during preparation and execution.
An assumption is a supposition on the current situation or a presupposition
on the future course of events, either or both assumed to be true in the
absence of positive proof, necessary to enable the commander in the process
of planning to complete an estimate of the situation and make a decision on
the COA.
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The commander and the chief of staff approve all themes and messages used
to support operations. The information operations officer assists the S-3 and
the commander to deconflict and synchronize the use of information-related
capabilities used specifically to disseminate approved themes and messages
during operations.
Note: To ensure a common “narrative,” develop, synchronize, and execute
all themes and messages across all inform-and-influence activities.
“Inform-and-influence activities” is defined as the integrating activities
within the mission command warfighting function which ensure that themes
and messages designed to inform domestic audiences and influence foreign
friendly, neutral, adversary, and enemy populations are synchronized with
actions to support full spectrum operations. Inform-and-influence activities
incorporate components and enablers, expanding the commander’s ability to
use other resources to inform and influence.
Step 12: Develop a proposed problem statement.
A problem is an issue or obstacle that makes it difficult to achieve a desired
goal or objective. The problem statement is the description of the primary
issue or issues that may impede commanders from achieving their desired
end states.
Note: The commander, staff, and other partners develop the problem
statement as part of Army design methodology. During mission analysis,
the commander and staff review the problem statement and revise it as
necessary based on the increased understanding of the situation. If Army
design methodology activities do not precede mission analysis, then the
commander and staff develop a problem statement prior to moving to Step 3
of the MDMP, COA Development.
How the problem is formulated leads to particular solutions. It is
important that commanders dedicate the time to identify the right problem
to solve and describe it clearly in a problem statement. Ideally, the
commander and staff meet to share their analysis of the situation. They
talk with each other, synthesize the results of the current mission analysis,
and determine the problem.
As part of the discussion to help identify and understand the problem, the staff
compares the current situation to the desired end state, and brainstorms and
lists issues that imped the commander from achieving the desired end state.
Based on this analysis, the staff develops a proposed problem statement
— a statement of the problem or set of problems to be solved — for the
commander’s approval.
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Chapter 5
Course of Action Development
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For stability and civil support operations, staffs often determine relative
combat power by comparing available resources to specified or implied
stability or civil support tasks. This is known as troop-to-task analysis.
This analysis provides insight into what options are available and
whether more resources are required. In such operations, the elements of
sustainment, movement and maneuver, nonlethal effects, and information
may predominate.
Comparing the most significant strengths and weakness of each force in
terms of combat power gives planners insight into the following areas:
•• Friendly capabilities that pertain to the operation.
•• Types of operations possible from both friendly and enemy
perspectives.
•• How and where the enemy may be vulnerable.
•• How and where friendly forces are vulnerable.
•• Additional resources that may be required to execute the mission.
•• How to allocate existing resources.
Assessing combat power requires assessing both tangible and intangible
factors such as morale and levels of training. A relative combat power
assessment identifies enemy weaknesses to exploit, identifies friendly
weaknesses that require protection, and determines the combat power
necessary to conduct essential stability or civil support tasks.
Planners combine the numerical force ratio with the results of their analysis
of intangibles to determine the relative combat power of friendly and
enemy forces. They determine what types of operations are feasible by
comparing the force ratio to the historical minimum planning ratios for the
contemplated combat missions and estimating the extent to which intangible
factors affect the relative combat power. If, in the staff’s judgment, the
relative combat power of the force produces the effects of the historical
minimum planning ratio for a contemplated mission, that mission is feasible.
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Chapter 6
Course of Action Analysis
Course of action analysis enables commanders and staffs to identify
difficulties or coordination problems as well as probable consequences of
planned actions for each COA being considered. COA analysis not only
assesses the quality of each COA, it also identifies potential execution
problems, decisions that must be made, and requirements for contingency
planning.COA analysis (war-gaming) is a disciplined process, with rules
and steps that attempt to visualize the flow of the operation given the force’s
strengths and dispositions, the enemy’s capabilities and possible COAs, the
impact and requirements of civilians in the AO, and other aspects of the
situation. The eight steps of COA analysis are:
•• Step 1: Gather the tools.
•• Step 2: List all friendly forces.
•• Step 3: List assumptions.
•• Step 4: List known critical events and decision points.
•• Step 5: Select the war-gaming method.
•• Step 6: Select a technique to record and display results.
•• Step 7: War-game the operation and assess results.
•• Step 8: Conduct a war-game briefing (optional).
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Each critical event within a proposed COA should be war-gamed using the
action, reaction, and counteraction methods of friendly and enemy forces
interaction (as well as impact on the local population). This helps the
commander and staff to synchronize warfighting functions and:
•• Determine how to maximize the effects of combat power while
protecting friendly forces and minimizing collateral damage.
•• Develop a further visualization of the operation.
•• Anticipate operational events.
•• Determine conditions and resources required for success.
•• Determine when and where to apply force capabilities.
•• Identify coordination needed to produce synchronized results.
•• Determine the most flexible COA.
The staff’s war-gaming results in refined COAs, a completed
synchronization matrix, and decision support templates and matrices for
each COA. War gamers need to:
•• Remain objective, not allowing personality or their sense of what the
commander wants to influence them. (They avoid defending a COA
just because they personally developed it.)
•• Record advantages and disadvantages of each COA accurately as they
emerge.
•• Continually assess feasibility, acceptability, and suitability of each
COA. (If a COA fails any of these tests, they reject it.)
•• Avoid drawing premature conclusions and gathering facts to support
such conclusions.
•• Avoid comparing one COA with another during the war game. (This
occurs during COA comparison.)
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War-gaming Steps
Step 1: Gather the tools.
The executive officer directs the staff to gather tools, materials, and data
for the war game. Units war-game with maps, sand tables, computer
simulations, or other tools that accurately reflect the physical and human
terrain. The staff posts the COA on a map displaying the AO. Tools required
include but are not limited to the following:
•• Running estimates.
•• Threat templates and models.
•• Civil considerations overlays, databases, and data files.
•• Modified combined obstacle overlays and terrain effects matrices.
•• Recording method.
•• Completed COAs, including graphics.
•• Means to post or display enemy and friendly unit symbols and other
organizations.
•• Map of the AO.
Step 2: List all friendly forces.
The commander and staff consider all units that can be committed to the
operation, paying special attention to support relationships and constraints.
This list must include assets from all participants operating in the AO. The
friendly forces list remains constant for all COAs. The staff should take
into account elements such as host-nation special operations forces and
nongovernmental and interagency organizations.
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Figure 6-3. Sample belt method using lines of effort (FM 6-0)
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Figure 6-7. Sample box method for stability operations (FM 6-0)
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The sketch note method uses brief notes concerning critical locations or
tasks and purposes. These notes refer to specific locations or relate to
general considerations covering broad areas.
The commander and staff mark locations on the map and on a separate war
game work sheet. Staff members use sequential numbers to link the notes
to the corresponding locations on the map or overlay. Staff members also
identify actions by placing them in sequential action groups, giving each
sub-task a separate number. They use the war game work sheet to identify
all pertinent data for a critical event. They assign each event a number and
title and use the columns on the work sheet to identify and list in sequence:
•• Units and assigned tasks.
•• Expected enemy actions and reactions.
•• Friendly counteractions and assets.
•• Total assets needed for the task.
•• Estimated time to accomplish the task.
•• The decision point tied to executing the task.
•• CCIRs.
•• Control measures.
•• Remarks.
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The staff considers how to create conditions for success, protect the force,
and shape the operational environment. During the war game, staff officers
perform a risk assessment for their functional areas for each COA. They
then propose appropriate control measures. They continually assess the risk
of adverse reactions from population and media resulting from actions taken
by all sides in the operation, and develop ways to mitigate those risks.
The commander can modify any COA based on how the war game
develops. When doing this, the commander validates the composition and
location of the decisive operation, shaping operations, and reserve forces.
Control measures are adjusted as necessary. The commander may also
identify situations, opportunities, or additional critical events that require
more analysis.
War-gaming Responsibilities
The executive officer coordinates actions of the staff during the war game.
The XO is the unbiased controller of the process, ensuring the staff stays
on a timeline and achieves the goals of the war-gaming session. In a time-
constrained environment, the XO ensures that, at a minimum, the decisive
operation is war-gamed.
The following paragraphs list the staff members who are involved during
the war game and their responsibilities.
Intelligence
The S-2 role-plays the enemy commander. The S-2 develops critical enemy
decision points in relation to the friendly COAs, projects enemy reactions
to friendly actions, and projects enemy losses. When additional intelligence
staff members are available, the intelligence officer assigns different
responsibilities to individual staff members within the section for war
gaming (such as the enemy commander, friendly intelligence officer, and
enemy recorder). The intelligence officer captures the results of each enemy
action and counteraction as well as the corresponding friendly and enemy
strengths and vulnerabilities. By trying to win the war game for the enemy,
the intelligence officer ensures the staff fully addresses friendly responses
for each enemy COA. For the friendly force, the S-2:
•• Identifies information requirements.
•• Refines the situation and event templates, including NAIs that support
decision points.
•• Refines the event template with corresponding decision points, target
areas of interest, and high-value targets.
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Fires
The chief of fires (fire support officer) assesses the fire support feasibility of
each war-gamed COA. This officer develops a proposed high-payoff target
list, target selection standards, and attack guidance matrix. The chief of fires
works with the intelligence officer to identify named and target areas of
interest for enemy indirect fire weapon systems, and identifies high-payoff
targets and additional events that may influence the positioning of field
artillery and air defense artillery assets. The chief of fires should also offer a
list of possible defended assets for air defense artillery forces and assist the
commander in making a final determination about asset priority.
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Protection
The chief of protection assesses protection element requirements, refines
EEFIs, and develops a scheme of protection for each war-gamed COA.
The chief of protection:
•• Refines the critical asset list and the defended asset list.
•• Assesses hazards.
•• Develops risk control measures and mitigation measures of threats and
hazards.
•• Establishes personnel recovery coordination measures.
•• Implements operational area security to include security of lines of
communication (LOCs), anti-terrorism measures, and law enforcement
operations.
•• Ensures that survivability measures reduce vulnerabilities.
•• Refines chemical, biological, radiological, and nuclear operations.
Sustainment
The S-4 assesses the logistics feasibility of each COA. This officer
determines critical requirements for each logistics function (Classes I
through VII and IX) and identifies potential problems and deficiencies.
The S-4 assesses the status of all logistics functions required to support the
COA, including potential support required to provide essential services to
the civilians, and compares them to available assets.
The S-1 assesses the personnel aspect of building and maintaining
the combat power of units. This officer identifies potential shortfalls
and recommends COAs to ensure units maintain adequate manning to
accomplish their missions. The personnel officer estimates potential
personnel battle losses and assesses the adequacy of resources to provide
human resources support for the operation.
Note: The sustainment section should include host-nation security forces
and local population battle losses and resource capabilities into war gaming.
The S-8 assesses the commander’s area of responsibility to determine the
best COA for use of resources. This includes both core functions of financial
management: resource management and finance operations. This officer
determines partner relationships (joint, interagency, intergovernmental,
and multinational), requirements for special funding, and support to the
procurement process. The surgeon (medical) section provides advice for
medically related matters and exercises technical supervision of all medical
activities within the AO.
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Mission Command
Mission command is the exercise of authority and direction by the
commander using mission orders to enable disciplined initiative within the
commander’s intent to empower agile and adaptive leaders in the conduct of
unified land operations. An effective approach to mission command must be
comprehensive, without being rigid, because military operations as a whole
defy orderly, efficient, and precise control.
The mission command warfighting function is the related tasks and systems
that develop and integrate those activities enabling a commander to balance
the art of command and the science of control in order to integrate the
other warfighting functions. Throughout the mission command warfighting
function, commanders integrate the other warfighting functions into a coherent
whole to mass the effects of combat power at the decisive place and time.
All staff proponents have a role in developing the mission command
warfighting function tasks and activities. The staff members with the
preponderance of the planning requirements for mission command, and
their primary tasks during this step of the MDMP, are:
•• The signal officer assesses network operations, spectrum management
operations, network defense, and information protection feasibility
of each war-gamed COA. He determines communications systems
requirements and compares them to available assets, identifies
potential shortfalls, and recommends actions to eliminate or reduce
their effects.
•• The information operations officer assesses the information operations
concept of support against the ability of information-related
capabilities to execute tasks in support of each war-gamed COA. The
information operations officer, in coordination with the electronic
warfare officer, also integrates information operations with cyber
electromagnetic activities.
•• The electronic warfare officer provides information on the electronic
warfare target list, electronic attack taskings, electronic attack requests,
and the electronic warfare portion of the collection matrix and the
attack guidance matrix. Additionally, the electronic warfare officer
assesses threat vulnerabilities, friendly electronic warfare capabilities,
and friendly actions relative to electronic warfare activities and other
cyber electromagnetic activities not covered by the S-6 or S-2.
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•• The S-9 ensures that each war-gamed COA effectively integrates civil
considerations (the “C” of METT-TC). The civil affairs operations
officer considers not only tactical issues but also sustainment issues.
This officer assesses how operations affect civilians and estimates
the requirements for essential stability tasks that commanders might
have to undertake based on the ability of the unified action partners.
Host-nation support and care of dislocated civilians are of particular
concern. The civil affairs operations officer’s analysis considers how
operations affect public order and safety, the potential for disaster
relief requirements, noncombatant evacuation operations, emergency
services, and the protection of culturally significant sites. This officer
provides feedback on how the culture in the area of operations affects
each COA. If the unit lacks an assigned civil affairs officer, the
commander assigns these responsibilities to another staff member.
Note: Do not become derailed by extraneous minutiae. If the allocation of
the assets is appropriate to address a specific situation, then quickly assess
the results and continue the process.
An effective war game results in refining:
•• Each COA, including identifying branches and sequels that become
on-order or be-prepared missions.
•• The locations and times of decisive points.
•• The enemy event template and matrix.
•• The task organization, including forces retained in general support.
•• Mission command requirements, including control measures and
updated operational graphics.
•• CCIRs and information requirements — including the last time
information of value — and incorporating them into the information
collection plan.
An effective war game results in identifying or confirming:
•• Key or decisive terrain and determining how to use it.
•• Tasks the unit retains and tasks assigned to subordinates.
•• Likely times and areas for enemy use of weapons of mass destruction
and friendly chemical, biological, radiological, and nuclear defense
requirements.
•• Potential times or locations for committing reserve forces.
•• The most dangerous enemy COA.
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Chapter 7
Course of Action Comparison
Course of action comparison is an objective process to evaluate COAs
independently of each other and against set evaluation criteria approved
by the commander and staff. Identifying the strengths and weaknesses of
COAs allows for the COA with the highest probability of success to be
selected and further developed in an operation plan or operation order. The
commander and staff perform certain actions and processes that lead to the
key outputs in Figure 7-1.
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The staff compares feasible COAs to identify the one with the highest
probability of success against the most likely enemy COA, the most
dangerous enemy COA, the most important stability task, or the most
damaging environmental impact. The selected COA should also:
•• Pose the minimum risk to the force and mission accomplishment.
•• Place the force in the best posture for future operations.
•• Provide maximum latitude for initiative by subordinates.
•• Provide the most flexibility to meet unexpected threats and
opportunities.
•• Provide the most secure and stable environment for civilians in the
area of operations.
•• Best facilitate initial information themes and messages.
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Chapter 8
Course of Action Approval
After the decision briefing, the commander selects the COA to best
accomplish the mission. If the commander rejects all COAs, the staff starts
COA development again. If the commander modifies a proposed COA or
gives the staff an entirely different one, the staff war-games the new COA
and presents the results to the commander with a recommendation.
After approving a COA, the commander issues the final planning
guidance. The final planning guidance includes a refined commander’s
intent (if necessary) and new CCIRs to support execution. It also
includes any additional guidance on priorities for the warfighting
functions, orders preparation, rehearsal, and preparation. This guidance
includes priorities for resources needed to preserve freedom of action
and ensure continuous sustainment.
Commanders include the risk they are willing to accept in the final planning
guidance. If there is time, commanders use a video teleconference to discuss
acceptable risk with adjacent, subordinate, and senior commanders. However,
commanders still obtain the higher commander’s approval to accept any risk
that might imperil accomplishing the higher commander’s mission.
Based on the commander’s decision and final planning guidance, the
staff issues a WARNORD to subordinate headquarters. This WARNORD
contains the information subordinate units need to refine their plans. It
confirms guidance issued in person or by video teleconference and expands
on details not covered by the commander personally. The WARNORD
issued after COA approval normally contains:
•• The area of operations.
•• Mission.
•• Commander’s intent.
•• Updated CCIRs and EEFIs.
•• Concept of operations.
•• Principle tasks assigned to subordinate units.
•• The COAs considered, including:
○○ Preparation and rehearsal instructions not included in the SOPs.
○○ A final timeline for the operations.
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Chapter 9
Assessments
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Evaluating
Evaluating is using criteria to judge progress toward desired conditions
and determining why the current degree of progress exists. Evaluation is
at the heart of the assessment process, where most of the analysis occurs.
Evaluation helps commanders determine what is working and what is not
working, and it helps them gain insights into how to better accomplish the
mission.
Criteria in the forms of measures of effectiveness (MOEs) and measures of
performance (MOPs) aid in determining progress toward attaining end-
state conditions, achieving objectives, and performing tasks. MOEs help
determine if a task is achieving its intended results. MOPs help determine if
a task is completed properly. MOEs and MOPs are simply criteria — they
do not represent the assessment itself. MOEs and MOPs require relevant
information in the form of indicators for evaluation.
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Chapter 10
Operations Order
The operations order serves as a directive to subordinate units to relay
the commander’s orders. It is intended to coordinate the activities of all
organizations participating in the specified mission.
The S-3 section prepares, coordinates, authenticates, reviews, publishes, and
distributes written operations orders and plans. The operations officer must
be firmly in charge of the OPORD process. He should serve as the unifying
force the rest of the staff routinely works with to generate a product that
is concise yet informative to subordinate leaders. Each staff section will
produce an annex to the main order containing information pertinent to its
field of expertise. The S-3 must ensure these annexes are completed in time
for review and publication with the base order.
Normally, the XO coordinates with staff primaries to assist the S-3 in
developing the OPLAN or OPORD. Based on the commander’s planning
guidance, the XO:
•• Dictates the type of order to be issued.
•• Sets and enforces the orders production timeline.
•• Determines which staff sections publish which portions of the order.
Prior to the commander’s approving the OPLAN or OPORD, the XO and
S-3 along with the rest of the staff ensures it is internally consistent and is
nested with the higher commander’s intent, which is done through:
•• Plans and orders reconciliation.
•• Plans and orders crosswalk.
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Copy # of # copies
Issuing headquarters
Place of issue
Date-time group of signature
Message reference number
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3. (U) Execution
a. (U) Commander’s Intent
b. (U) Concept of Operations
c. (U) Scheme of Movement and Maneuver
(1) (U) Scheme of Mobility/Countermobility
(2) (U) Scheme of Battlefield Obscuration
(3) (U) Scheme of Information Collection
d. (U) Scheme of Intelligence
e. (U) Scheme of Fires
f. (U) Scheme of Protection
g. (U) Cyber Electromagnetic Activities
h. (U) Stability Tasks
i. (U) Assessment
j. (U) Tasks to Subordinate Units
k. (U) Coordinating Instructions
(1) (U) Time or condition when the OPORD
becomes effective
(2) (U) Commander’s Critical Information Requirements
(3) (U) Essential Elements of Friendly Information
(4) (U) Fire Support Coordination Measures
(5) (U) Airspace Coordinating Measures
(6) (U) Rules of Engagement
(7) (U) Risk Reduction Control Measures
(8) (U) Personnel Recovery Coordination Measures
(9) (U) Environmental Considerations
(10) (U) Soldier and Leader Engagement
(11) (U) Other Coordinating Instructions
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4. (U) Sustainment
a. (U) Logistics
b. (U) Personnel
c. (U) Health Service Support
5. (U) Command and Control
a. (U) Command
(1) (U) Location of Commander and Key Leaders
(2) (U) Succession of Command
(3) (U) Liaison Requirements
b. (U) Control
(1) (U) Command Posts
(2) (U) Reports
c. (U) Signal
ACKNOWLEDGE:
(Commander’s Last Name)
(Commander’s Rank)
(The commander or authorized representative signs the original copy. If the
representative signs the original, add the phrase “For the Commander.” The
signed copy is the historical copy and remains in the headquarters’ files.)
OFFICIAL:
(Authenticator’s Last Name)
(Authenticator’s Rank)
(Use only if the commander does not sign the original order. If the
commander signs the original, no further authentication is required. If
the commander does not sign, the signature of the preparing staff officer
requires authentication and only the last name and rank of the commander
appear in the signature block.)
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ANNEXES:
A – Task Organization
B – Intelligence
C – Operations
D – Fires
E – Protection
F – Sustainment
G – Engineer
H – Signal
I – Not used
J – Public Affairs
K – Civil Affairs Operations
L – Information Collection
M – Assessment
N – Space Operations
O – Not used
P – Host-Nation Support
Q – Knowledge Management
R – Reports
S – Special Technical Operations
T – Spare
U – Inspector General
V – Interagency Coordination
W– Operational Contract Support
X – Not used
Y – Not used
Z – Distribution
DISTRIBUTION: (Furnish distribution copies either for action or for
information. List in detail those who are to receive the plan or order. Refer
to Annex Z (Distribution) if lengthy.)
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Annexes Explained
ANNEX A – TASK ORGANIZATION (S-3 or S-5)
ANNEX B – INTELLIGENCE (S-2)
Appendix 1 – Intelligence Estimate
Tab A – Terrain (Engineer Officer)
Tab B – Weather (Staff Weather Officer)
Tab C – Civil Considerations
Tab D – Intelligence Preparation of the Battlefield Products
Appendix 2 – Counterintelligence
Appendix 3 – Signals Intelligence
Appendix 4 – Human Intelligence
Appendix 5 – Geospatial Intelligence
Appendix 6 – Measurement and Signature Intelligence
ANNEX C – OPERATIONS (S-3 or S-5)
Appendix 1 – Army Design Methodology Products
Appendix 2 – Operations Overlay
Appendix 3 – Decision Support Products
Tab A – Execution Matrix
Tab B – Decision Support Template and Matrix
Appendix 4 – Gap Crossing Operations
Appendix 5 – Air Assault Operations
Appendix 6 – Airborne Operations
Appendix 7 – Amphibious Operations
Appendix 8 – Special Operations (S-3)
Appendix 9 – Battlefield Obscuration (CBRN Officer)
Appendix 10 – Airspace Command and Control
(S-3 or Airspace Command and Control Officer)
Appendix 11 – Rules of Engagement (Staff Judge Advocate)
Tab A – No-Strike List (S-3 with Staff Judge Advocate)
Tab B – Restricted Target List (S-3 with Staff Judge Advocate)
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Appendix 6 – Antiterrorism
Appendix 7 – Police Operations
Appendix 8 – Survivability Operations
Appendix 9 – Force Health Protection
Appendix 10 – Chemical, Biological, Radiological,
and Nuclear Defense (CBRN Officer)
Appendix 11 – Explosive Ordnance Disposal (EOD Officer)
Appendix 12 – Coordinate Air and Missile Defense (Air Defense Officer)
Appendix 13 – Personnel Recovery (Personnel Recovery Officer)
Appendix 14 – Detainee and Resettlement
ANNEX F – SUSTAINMENT (Chief of Sustainment [S-4])
Appendix 1 – Logistics (S-4)
Tab A – Sustainment Overlay
Tab B – Maintenance
Tab C – Transportation
Exhibit 1 – Traffic Circulation and Control
(Provost Marshal)
Exhibit 2 – Traffic Circulation Overlay
Exhibit 3 – Road Movement Table
Exhibit 4 – Highway Regulation (Provost Marshal)
Tab D – Supply
Tab E – Field Services
Tab F – Distribution
Tab G – Contract Support Integration
Tab H – Mortuary Affairs
Appendix 2 – Personnel Services Support
Tab A – Human Resources Support (S-1)
Tab B – Financial Management (S-8)
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Chapter 11
Rehearsals
Rehearsals allow leaders and their Soldiers to practice key aspects of the
concept of operations. These actions help Soldiers orient themselves to their
environment and other units before executing the operation. Rehearsals help
Soldiers build a lasting mental picture of the sequence of key actions within
the operation.
Rehearsals are the commander’s tool to ensure staffs and subordinates
understand the commander’s intent and the concept of operations. They
allow commanders and staffs to identify shortcomings in the plan not
previously recognized. Rehearsals also contribute to external and internal
coordination, as the staff identifies additional coordinating requirements.
Effective and efficient units habitually rehearse during training.
Commanders at every level routinely train and practice various rehearsal
types. Local standard operating procedures (SOPs) identify appropriate
rehearsal types and standards for their execution. All leaders conduct
periodic after-action reviews to ensure their units conduct rehearsals to
standard and correct substandard performances. After-action reviews also
enable leaders to incorporate lessons learned into existing plans and orders,
or into subsequent rehearsals.
Units conduct rehearsals at the lowest possible level, using the most
thorough technique possible, given the time available. Under time-
constrained conditions, leaders conduct abbreviated rehearsals, focusing on
critical events determined by reverse planning. Each unit will have different
critical events based on the mission, unit readiness, and the commander’s
assessment.
Rehearsal Types
Each rehearsal type achieves a different result and has a specific place in the
preparation timeline. The four types of rehearsals are the:
•• Back brief.
•• Combined arms rehearsal.
•• Support rehearsal.
•• Battle drill or SOP rehearsal.
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Back Brief
A back brief is a briefing by subordinates to the commander to review how
subordinates intend to accomplish their mission. Normally, subordinates
perform back briefs throughout preparation. These briefings allow
commanders to clarify the commander’s intent early in subordinate
planning. Commanders use the back brief to identify any problems in the
concept of operations.
The back brief differs from the confirmation brief (a briefing subordinates
give their higher commander immediately following receipt of an order)
in that the back brief gives subordinate leaders time to complete their plan.
Back briefs require the fewest resources and are often the only option under
time-constrained conditions. Subordinate leaders explain their actions from
the start to the finish of the mission. Back briefs are performed sequentially,
with all leaders reviewing their tasks. When time is available, back briefs can
be combined with other types of rehearsals. Doing this lets all subordinate
leaders coordinate their plans before performing more elaborate drills.
Support Rehearsal
The support rehearsal helps synchronize each warfighting function with
the overall operation. This rehearsal supports the operation so units
can accomplish their missions. Throughout preparation, units conduct
support rehearsals within the framework of a single or limited number of
warfighting functions. These rehearsals typically involve coordination and
procedure drills for aviation, fires, engineer support, or casualty evacuation.
Support rehearsals and combined arms rehearsals complement preparations
for the operation. Units may conduct rehearsals separately and then
combine them into full-dress rehearsals. Although these rehearsals differ
slightly by warfighting function, they achieve the same result.
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Rehearsal Responsibilities
Commander
Commanders provide certain information as part of the commander’s
guidance during the initial mission analysis. They may revise the following
information when they select a course of action:
•• Rehearsal type.
•• Rehearsal technique.
•• Location.
•• Attendees.
•• Enemy course of action to be portrayed.
Executive Officer
The executive officer ensures all rehearsals are included in the
organization’s time-management SOP. The XO responsibilities include:
•• Publishing the rehearsal time and location in the OPORD or
WARNORD.
•• Conducting staff rehearsals.
•• Determining rehearsal products, based on type, technique, and mission
variables.
•• Coordinating liaison officer attendance from adjacent units.
Rehearsal Preparation
Everyone involved in executing or supporting the rehearsal has
responsibilities during preparation.
Executive Officer
The XO through war-gaming and coordination with the commander:
•• Prepares to serve as the rehearsal director.
•• Coordinates time for key events requiring rehearsal.
•• Establishes rehearsal time limits per the commander’s guidance and
mission variables.
•• Verifies rehearsal site preparation.
•• Appropriate markings and associated training aids.
•• Parking areas.
•• Determines the method for controlling the rehearsal and ensuring its
logical flow.
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Subordinate Leaders
Subordinate leaders complete their planning. This planning includes:
•• Completing unit OPORDs.
•• Identifying issues derived from the higher headquarters’ OPORD.
•• Providing a copy of their unit OPORD with graphics to the higher
headquarters.
•• Ensuring they and their subordinates bring all necessary equipment.
Conducting Headquarters Staff
Conducting headquarters staff members:
•• Develop an OPORD with necessary overlays.
•• Deconflict all subordinate unit graphics.
•• Publish composite overlays at the rehearsal, including at a minimum:
Movement and maneuver, intelligence, fires, sustainment, signal
operations, and protection.
Rehearsal Execution
During the rehearsal execution, the commander, XO, assistants, subordinate
leaders, recorder, and staff from the conducting headquarters have specific
responsibilities.
Commander
Commanders command the rehearsal just as they will command the
operation. They maintain the focus and level of intensity, allowing no
potential for subordinate confusion. Although the staff refines the OPORD,
it belongs to the commander. The commander uses the order to conduct
operations. An effective rehearsal is not a commander’s briefing to
subordinates. It validates synchronization — the what, when, and where
— of tasks that subordinate units will perform to execute the operation and
achieve the commander’s intent.
Executive Officer
Normally, the XO serves as the rehearsal director. This officer ensures each
unit will accomplish its tasks at the right time and cues the commander to
upcoming decisions. The executive officer’s script is the execution matrix
and the decision support template. The XO as the rehearsal director:
•• Starts the rehearsal on time.
•• Has a formal roll call.
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Recorder
The recorder is normally a representative from the S-3. During the
rehearsal, the recorder captures all coordination made during execution
and notes unresolved problems. At the end of the rehearsal, the recorder
presents any unresolved problems for resolution, restates any changes
directed by the commander, and estimates when a fragmentary order
codifying the changes will follow.
Rehearsal Details
All participants have responsibilities before, during, and after a rehearsal.
Before a rehearsal, the rehearsal director states the commander’s
expectations and orients the other participants on details of the rehearsal,
as necessary. During a rehearsal, all participants rehearse their roles in the
operation. They make sure they understand how their actions support the
overall operation and note any additional coordination required. After a
rehearsal, participants ensure they understand any changes to the OPORD
and coordination requirements, and they receive all updated staff products.
Commanders do not normally address small problems that arise during
rehearsals. Instead, the recorder keeps a record of these problems. This
ensures the commander does not interrupt the rehearsal’s flow. If the
problem remains at the end of the rehearsal, the commander resolves it then.
If the problem jeopardizes mission accomplishment, the staff accomplishes
the coordination necessary to resolve it before the participants disperse.
Identifying and solving such problems is a major reason for conducting
rehearsals. If commanders do not make corrections while participants are
assembled, they may lose the opportunity to do so. Coordinating among
dispersed participants and disseminating changes to them often prove more
difficult than accomplishing these actions in person.
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Orientation
The rehearsal director orients the participants to the terrain or rehearsal
medium. The rehearsal director identifies orientation using magnetic north
on the rehearsal medium and symbols representing actual terrain features.
After explaining any graphic control measures, obstacles, and targets, the
rehearsal director issues supplemental materials, if needed.
Rehearsal Script
An effective means for the rehearsal director to control rehearsals is the use
of a script. It keeps the rehearsal on track. The script provides a checklist so
the organization addresses all warfighting functions and outstanding issues.
It has two major parts: the agenda and response sequence.
Agenda
An effective rehearsal follows a prescribed agenda that everyone knows and
understands. This agenda includes, but is not limited to:
•• Roll call.
•• Participant orientation to the terrain.
•• Location of local civilians.
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The rehearsal director ensures that the rehearsal includes key sustainment
and protection actions at the appropriate times. Failure to do so reduces
the value of the rehearsal as a coordination tool. The staff officer with
coordinating staff responsibility inserts these items into the rehearsal.
Special staff officers should brief by exception when a friendly or enemy
event occurs within their area of expertise. Summarizing these actions at
the end of the rehearsal can reinforce coordination requirements identified
during the rehearsal. The staff updates the decision support template and
gives a copy to each participant.
Under time-constrained conditions, the conducting headquarters staff may
provide copies before the rehearsal and rely on participants to update them
with pen-and-ink changes.
Ground Rules
After discussing the rehearsal script, the rehearsal director:
•• States the standard (what the commander will accept) for a successful
rehearsal.
•• Ensures everyone understands the parts of the OPORD to rehearse. If
the unit will not rehearse the entire operations, the rehearsal director
states the events to be rehearsed.
•• Quickly reviews the rehearsal SOP if all participants are not familiar
with it.
•• Establishes the timeline that designates the rehearsal starting time in
relation to H-hour. For example, begin the rehearsal by depicting the
anticipated situation one hour before H-hour.
•• Establishes the time interval to begin and track the rehearsal. For
example, a 10-minute interval equates to one hour of actual time.
•• Updates friendly and enemy activities as necessary; for example,
describing any ongoing reconnaissance.
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Step 6 – Reset
At this point, the commander states the next branch to rehearse. The
rehearsal director resets the situation to the decision point where that
branch begins and states the criteria for a decision to execute that branch.
Participants assume those criteria have been met and then refight the
operation along that branch until they attain the desired end state. They
complete any coordination needed to ensure all participants understand and
can meet any requirements. The recorder records any changes to the branch.
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The commander then states the next branch to rehearse. The rehearsal
director again resets the situation to the decision point where that
branch begins, and participants repeat the process. This continues until
the rehearsal has addressed all decision points and branches that the
commander wants to rehearse.
If the standard is not met and time permits, the commander directs
participants to repeat the rehearsal. The rehearsal continues until
participants are prepared or until the time available expires. (Commanders
may allocate more time for a rehearsal but must assess the effects on
subordinate commanders’ preparation time.) Successive rehearsals, if
conducted, should be more complex and realistic.
At the end of the rehearsal, the recorder restates any changes, coordination,
or clarifications that the commander directed and estimates how long it will
take to codify changes in a written FRAGORD.
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Chapter 12
Terminology
Four Forms of Reconnaissance
The four forms of reconnaissance are zone, area, route, and reconnaissance
in force.
The S-3 assigns zone reconnaissance when the enemy situation is vague
or when he needs information concerning cross-country trafficability. It
is appropriate when previous knowledge of the terrain is limited or when
combat operations have altered the terrain. The reconnaissance may be
threat-oriented, terrain-oriented, society-oriented, infrastructure-oriented,
or a combination. Additionally, the unit commander may focus the
reconnaissance effort on a specific force, such as the enemy’s reserve.
A terrain-focused zone reconnaissance must include the identification
of obstacles, both existing and reinforcing, as well as areas of chemical,
biological, radiological, and nuclear (CBRN) contamination.
A single continuous line enclosing the reconnaissance area, such as an
objective, defines the “area” for an area reconnaissance. A named area
of interest, when focusing on a relatively small area such as a building,
bridge, or key piece of terrain, can also define the reconnaissance area. Area
reconnaissance enables the unit to conduct decentralized reconnaissance in
multiple areas simultaneously.
Route reconnaissance is conducted to determine whether the route is clear
of obstacles and/or threat forces and how well or how poorly it will support
the planned movement. The route is a prescribed course from a start point to
a specific destination (release point). It can be a road or an axis of advance.
At the unit level, route reconnaissance is a task often performed during zone
or area reconnaissance. If enemy contact is expected, it is normal to assign
a unit one major route. If enemy contact is unlikely, it is normal to assign a
unit two routes.
The normal conduct of a zone, area, and route reconnaissance with a
multidimensional focus includes such factors as society and infrastructure
as well as the threat and terrain.
Conduct a reconnaissance in force when the enemy is operating within an
area and it is not possible to obtain adequate intelligence by other means.
It is an aggressive reconnaissance, conducted as an offensive operation,
to answer clearly stated commander’s critical information requirements
(CCIRs). It differs from other reconnaissance operations because the normal
conduct is only to gain information about the enemy and not the terrain. The
end state of a reconnaissance in force is to determine enemy weaknesses
that higher headquarters can exploit.
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Miscellaneous
Center of gravity – The source of power that provides moral or physical
strength, freedom of action, or will to act. Also called COG. (JP 5-0)
Combat power – The total means of destructive, constructive, and
information capabilities that a military unit or formation can apply at a
given time. (ADRP 3-0)
Graphic control measure – A symbol used on maps and displays to
regulate forces and warfighting functions. (ADRP 6-0)
Intelligence preparation of the battlefield – A systematic process of
analyzing and visualizing the portions of the mission variables of threat,
terrain, weather, and civil considerations in a specific area of interest and for
a specific mission. By applying intelligence preparation of the battlefield,
commanders gain the information necessary to selectively apply and
maximize operational effectiveness at critical points in time and space.
(ADRP 1-02)
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Chapter 13
References
Joint Publications
JP 3-0, Joint Operations, 11 August 2011
JP 5-0, Joint Operation Planning, 11 August 2011
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