MILITARY DECISION MAKING PROCESS

* Seven Steps:

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I. Receive the Mission:

a. Alert the Staff b. Staff gathers their tools: Higher's Order, Maps, SOPs, FMs, Existing staff estimates. c. Cmdr. and Staff do a quick initial assessment: Determine time avail, determine planning and mission
timeline, refer to the Planning Timeline Matrix.

d. XO post Planning Timeline, Mission Analysis, and RFI Chart e. Issue CDRs initial guidance: (1) Hasty or deliberate planning process (2) LNOs to dispatch (3) Recon to SP (4) Authorized movement (5) Additional tasks for the staff f. WARNO # 1: 5 para format to subordinates & supporting units. Include: (1) AO (Area of Operations) (2) General enemy situation (3) General friendly situation (4) Attach / detach (5) Type and time of operation (6) Tentative timeline (7) Security, movement, and or recon instructions (8) Other pertinent information

II.

Conduct Mission Analysis (17 Steps):

Allows the Cmdr. to begin his battlefield visualization, Cmdr. conducts own MA (mission analysis), staff completes MA worksheets, XO identifies time phase line products.

a. Step 1: Analyze higher's order and ensure complete understanding of: (1) Cmdr. & two higher Cmdr's intent: (Key Tasks, Purpose, Endstate). (2) Mission, tasks, constraints, risks, available assets, AO (3) Concept of the Operation and Deception Plan (4) Timeline (5) Missions of adjacent units (6) Seek immediate clarification of anything not understood b. Step 2: Intelligence Preparation of the Battlefield (IPB) Four Steps: (1) Define the battlefield environment: (AO / AI) (a) ID unit boundaries (b) ID the area that can influence your operation (2) Describe the battlefield effects: (MCOO) (a) Analyze the battlefield environment - Terrain Analysis: (OAKOC) - Weather Analysis: Vis/Illum, Wind Speed/Dir, Precip, Cloud Cover, Temp/Humid, &
Weather/Light data.

- Analysis of other characteristics of the battlefield (b) Describe the battlefield's effects on friendly and enemy capabilities (3) Evaluate the threat: (Doctrinal Template)
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(a) Doctrinal Template: (b) Description of preferred tactics and options: (c) Identification of HVTs:
Forces Available Chart)

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Illustrates the deployment pattern and disposition preferred by the threats normal doctrine when not constrained by the battlefield effects or environment. A doctrinal statement of his preferred tactics. Address it in the order friendly units would see it. Discuss: distances, timelines, transition from one formation to another, generic unit size, branches (operation fails) and sequels (operation succeeds). ID these assets when listing available assets (mark them on the Enemy

(4) Determine the threat COAs:

levels down.

(Situational Template): Template the enemy two command levels down from the friendly force to include specialty platoons.

(a) ID the threat's likely objectives and desired endstate:

One level higher to two

(b) ID the full set of COAs available to the threat: Must meet the five criteria (c) Evaluate and prioritize each COA: - ID strengths and weaknesses - ID how well each COA meets the criteria: C-FADS - ID how well each COA takes advantage of the environment - Determine which the threat would prefer - ID the threats recent activities - ID the enemies Center of Gravity (d) Develop each COA in the amount of detail time allows: Each COA must (e) ID initial collection requirements:

answer what, where, when, why, and how. Develop the SITTEMP (MCOO & DOCTTEMP) ID locations of maneuver and BOS elements, Time Phase Lines, and HVTs (Potential TAIs), C-attk Routes, Likely Firing Lines & Threat Range Lines in accordance w/ the terrain. This is the art of predicting which COA the enemy will choose. Areas where key events will occur are NAIs and activities in these NAIs which reveal a COA are called indicators. Event Template is the method used to ID NAIs and Time Phase Lines. The Event Template is a guide for collection and R&S planning. Pay close attention to the times and places where enemy HVTs are employed or enter areas where they can be engaged. These will evolve into NAIs in support of targeting. The Event Matrix supports the template by providing the details on the type of activity expected in each NAI. Refer to time phased lines to ID the times to observe the NAIs.

c. Step 3: Determine specified, implied, and essential tasks: d. Step 4: Review available assets: Friendly Forces Avail Chart, determine if need additional assets e. Step 5: Determine Constraints: Requirements, Restrictions, and Lack of Assets f. Step 6: ID critical facts and assumptions: Take the place of necessary facts, it must be valid and necessary
in terms of both friendly and enemy forces.

g. Step 7: Conduct Risk Assessment: (1) ID potential hazards (2) ID preventative measures for the hazards (3) ID acceptable risks h. Step 7.5 (TTP): Develop the Event Template: NAIs & time phases lines IAW friendly timeline, SOP
Event Matrix. Make two Event Templates. One becomes the R&S Overlay and one becomes the DST during the War-Game.

i.

Step 8: Determine Initial CCIR: Needed by Cmdr. to make critical decisions, directly effects success or

failure of the mission, time sensitive in that they drive decisions, SOP CCIR Chart. PIR is associated with confirming or denying an enemy COA; EEFI is associated with what the enemy will try to locate while you're in your TAA or preparing defensive positions; FFIR is associated with confirming or denying that a friendly COA can be accomplished, ie. route recon and bridge classification. CCIR will probably change throughout the MDMP, ensure the changes are briefed.

(1) Priority Intelligence Requirements (PIR) What do I want to know about enemy forces. (2) Essential Elements of Friendly Info (EEFI):
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Two types: Initial PIR and PIR during the War Game which is normally associated with targeting. What we want to know about the enemy. Re-active in nature. Ex. Will enemy CATK use AA 2, are Armor assets T/O.

MILITARY DECISION MAKING PROCESS

What I dont want enemy forces to know about friendly forces

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Information the enemy wants to know about us. How do I prevent the enemy from seeing me. What we want to hide from the enemy. This drives the security plan / deception. Also linked to counter-recon, pro-active in nature..ie. breach lane and a CFZ

(3) Friendly Forces Info Requirements (FFIR): What I want to know about friendly forces ...Two types: Initial FFIR and FFIR
identified during the War-Game which is normally linked to branch plans or the commitment of the reserves. Info about our own forces, re-active in nature. Ex. If a certain unit falls below X% combat power.

****PIR, EEFI & FFIR.CRITICAL INFORMATION THE THE COMMAND NEEDS TO KNOW WHICH MAY TRIGGER A DECISION! j. Step 9: Determine initial collection / recon annex: To ID gaps in intell, SOP R&S Matrix. A collection plan identifies the unit. An R & S plan identifies the assets. (1) Collection Plan: (a) Receive and analyze the requirements (b) Determine resource availability and capability (c) Task units (d) Evaluate reporting (e) Update collection planning (2) R & S Plan: (a) Five para OPORD: AO, Mission, Task Org, Obj, PIR & IR, Initial NAIs, Routes & POL info,
Fire Support, Logistic and Medical Support.

(b) Product of IPB: Event Template, and initial CCIR (c) Develop R&S Overlay.. Boundaries, LOR, SP, RP, CPs, Sectors of Scan (pri, alt, sup),
Zone / Area.

(d) Develop R&S Matrix (e) Issue R&S Order (f) Update initial CCIR: give taskings to reconnaissance as intell is gathered (g) Conduct R&S Rehearsal k. Step 10: Plan use of available time : Refine initial timeline & compare to enemy timeline, determine when to
exploit or when the unit is at risk from enemy activity, 1/3-2/3, mission and planning timelines (5 Ws, Doctrinal Task and Purpose and Form of Maneuver)

l. Step 11: Write the restated mission:

No more than two O/O missions and no be prepared missions.

m. Step 12: Conduct the Mission Analysis Briefing:

Briefed to the Cmdr. & staff, ensures staff members are starting from the same point, XO Sync the Staff. Recommendation is to do two briefs; the first, BOS reps brief everything. This allows the XO to sync the staff. The second brief is the condensed to brief only what the commander needs to know.

n. Step 13: Cmdr approves the restated mission..(3) options o. Step 14: Develop initial Cmdrs Intent (1) Key Tasks: Tasks that must be performed or conditions that must be met to achieve the stated purpose. (2) Purpose: Only needed if the purpose in the mission statement is not clear or needs elaboration. (3) Endstate: Reference friendly, location, and enemy. p. Step 15: Cmdrs guidance to the staff : (1) Specific enemy and friendly COAs to consider and # to develop (2) Cmdr. approves/modifies/adds CCIR (3) Security measures to implement (4) Type of OPORD to issue (5) Type of rehearsal (6) Decisive Point:
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(7) Guidance on the following: (a) Recon (d) Fire Support (b) Risk (e) Mobility / countermobility (c) Deception: (Reference EEFI) (f) Other q. Step 16: Issue WARNO # 2 (1) Restated mission (2) Cmdrs intent (3) Units AO, sketch or overlay (4) CCIR (5) Risk guidance (6) Reconnaissance to begin (7) Security measures to implement (8) Specific priorities (9) Guidance on the following: (a) Recon (b) Risk (c) Deception (d) Fire Support (e) Mobility / Countermobility (f) Rehearsals (f) Other (10) Publish the R&S Order for subordinate units r. Step 17: Review facts and assumptions: This is done continuously. Assess impact on mission Course of Action Development (Six Steps): a. Step 1: Analyze Relative Combat Power (RCP): (1) (2) (3) (4) (5) b. Step 2: (1) (2) (3)

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III.

For each COA.. ID critical events and the decisive point. Must meet five criteria (FM 101-5, 2-10) C-FADS: Use Composition Graphics FM 101-5-1, Appendix C. XO post: MA stuff, RCP Matrix, critical events, composition graphics, COA statements and sketches, tactical timeline Compare the dynamics of combat power for friendly and enemy. Fill out the RCP Matrix (TTP). ID force ratios and discuss in maneuver, companies have a value of one.

defense is to retain terrain whereas a mobile defense is oriented on the destruction of the enemy.

Read definition: Each dynamic of combat power ID friendly and enemy facts Make deductions ID significant factors Brainstorm TTP Generate Options: Brainstorming is the preferred technique. Understand METT-TC Know the end state. Normally given by the Cmdr. Determine the Form of Maneuver (FEP-IT) or Defensive Pattern:

Normally an area

(4) Determine the Decisive Point:

accomplish the purpose in your mission statement).

The ME will achieve the DP (the point at which you know you can

(5) Determine the task and purpose of the ME . ME purpose same as that in units mission statement. (6) Determine the task and purpose of the SEs. SEs purpose support or set conditions for the ME. * Explore several COA possibilities and initially determine if they meet the COA criteria (C-FADS). c. Step 3: Array Initial Forces: Place all friendly maneuver elements using the shorthand unit symbols, FM 101-5-1,
C5-C6. Use blue post-its (TTP) with correct symbols. Enemy BOS elements are placed on the sketch using red post-its (TTP). Scaled post-it's so as not to overshadow graphics on the sketch.

MILITARY DECISION MAKING PROCESS

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(1) Determine the ratio of friendly to enemy for each task starting with the ME (encompassing the Decisive Point) which is task organized with combat multipliers and work through the supporting efforts. Include the Battlefield Organization / Mission Force ratios, ref. FM 34-130, B-38 (2) Determine the proposed FEBA / Boundary / LOA and LD / LC. Look closely at the terrain. (3) Determine the Deception Plan: May influence unit positioning, i.e. security zone . (4) Make the initial array of forces at the end state to verify everyone understands what will we look like upon mission complete. Does not take long. (5) Make initial array of generic ground forces starting with the ME at the decisive point: Two levels down. You are building task organizations one level down, so you must develop COAs
with units two levels down based on the enemy your immediate subordinate unit will fight. For ex. BDE staffs build task orgs for task forces' so develop COAs with companies and then group them in composition graphics. In this situation, develop the COAs against enemy MICs. This is because your creating task force task organizations.

(6) Make initial array of generic ground forces for the SEs the reserve and any deception forces: Two levels down. d. Step 4: Develop the Scheme of Maneuver: How arrayed forces will accomplish the CDR's intent. (1) Refine the initial array of forces using the terrain and graphic control measures: Higher will never give you enough graphic control measures to C2 your unit..phase lines, check points,
A/Os, additional objectives.

(2) (3) (4) (5) (6) (7) (8) (9) e. Step 5:

composition graphics.

Convert generic units to specific types of units: i.e. light infantry, mech infantry, or armor. ID the initial set of all BOS. Begin writing the COA Statement. ID critical events, phases of the operationaligned w/ Higher HQs to alleviate confusion Address the battlefield organization: Deep, Close (recon, MBA, reserve) & Rear. Develop the concept of fires ID obstacle effects. ID priorities for CSS units. Assign HQ: Assign HQs to groupings of forces creating task organization. Placed within and on top of the

* Take into account the C2 of the entire Battlefield Org and critical events such as river crossings, POLs, and air assaults. f. Step 6: Prepare COA Statements and Sketches: This becomes your Maneuver / Concept Paragraph after the War-Game. Refer to the maneuver paragraph in the OPORD Guide. * Notes: (1) Each COA must have the same Decisive Point: Given or approved by the Cmdr. (2) Ensure you label each COA: Ex. COA 1 or COA 2. (3) If you talk about it during any briefing, then reference it on a map. (4) Always have friendly and enemy assets and timeline posted during COA development and beyond. (5) TTP: COA Development using a sketch: (a) Use butcher block paper. (b) Use post-it notes showing enemy composite graphics identifying the number of units and type. (c) Use post-it notes for friendly composite graphics. These are easily moved around the battlefield. (d) Stickies are a good thingaides in visualization
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(e) Think stand-alone w/o saying a word the sketch should tell the story!

*COA STATEMENT
1. 1. 2.
3.

4. 5. 6. 7. 8. 9.

Unit Mission Decisive Point How the Unit reached the Decisive Point (DP) Task & Purpose for each Maneuver Effort at the DPThink Linkage! Discuss the R&S Plan Intent for Fires Intent for Engineers Discuss the Reserve both Highers & Yours Deep Fight Rear Area Operations

* COA SKETCH INCLUDES

1. Unit boundaries 2. Unit movement formations. 3. FEBA or LD / LC, PLs, LOAs, CFLs, RFLs: ieBirds 4. R&S graphics: NAIs, TAIs, DPs 5. Ground and Air AAs (movement): ieColors 6. TAAs, BPs, Strong Points, EAs, OBJs, SBF, ABF: ie.States 7. Obstacles and control measures 8. Fire support coordination measures: Indirect targets and target numbers, PAAs, CFZs, FSCMS 9. Designation of main & supporting efforts using composite graphics 10. Location of command posts 11. Enemy known or templated locations..pos-its for all items that will move. 12. Terrain features..manmade and natural 13. North seeking arrow 14. Label COA 1, COA 2: On top. 15. Direct fire control measures: TRPs, RFLs & Phase lines 16. Enemy info: Major wpn sys ranges, locations dashed or solid, phases of fire, obstacles, time phased lines, decision points. * Graphics must be correct and legible: Use a template. * COA Briefing (Optional): Cmdr issues guidance: - Modifies COAs to develop - ID criteria to consider - Confirms critical events to Wargame IV. Course of Action Analysis (Eight Steps): (a) Step 1: Gather the Tools: (1) Staff estimates (2) Two Map Boards: One = higher's graphics and Event Template. Second = Enemy SITTEMP and R&S Overlay. The Event Template will turn into the Decision
Support Template as you add decision points and TAIs.

This becomes the maneuver paragraph, which is developed from your recording method. For each critical event, know the start position for each BOS element.

(3) Recording method: Sync Matrix or Sketch Note (Modified Sync Matrix) (4) Two MPCOA sketches: Each sketch has terrain, higher's graphics, and your COA maneuver graphics. No
assets or units. Add control measures as you War-Game, it's a quick draw, the map recorder is the specific plotter.

MILITARY DECISION MAKING PROCESS

gaming. Hopefully, one will become your operations graphics.

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(5) Means to post friendly and enemy assets / units on the sketches: Blue and red Post-its (6) Two blank overlays: one for each COA with higher's and each COA graphics to be updated during the war(7) Graphic aids: smoke, chemical, FASCAM, artillery, obstacles. (8) Planning references: force ratio tables, movement tables, aircraft endurance rates, calculator. (9) Mission, intent, and concept one and two levels higher posted. (10) COA statements posted. (11) Recorder, sync matrix (12) Recorder, issues/notes/graphics (13) Friendly and enemy forces available charts posted: post-its for each asset (14) Additional items to post: Eval Criteria, HPT List, DSM, CAS Battle Drill, Sync Matrix, Issues / Notes,
CCIR, Risks, Assumptions, Critical Events

(b) Step 2: List all Friendly Forces (Ref Forces Avail Chart): (c) Step 3: List Assumptions:
weather. events which are linked to NAIs and TAIs.

Combat, CS, and CSS units that can be committed. EW, PSYOPS, Deception, OPSEC, Smoke. Post-its for all assets. One of the most important steps. Review list to ensure validity and necessity, address tactical timeline, terrain and Decision points are linked to critical

(d) Step 4: List Known Critical Events and Decision Points. (e) Step 5: Determine Evaluation Criteria:

This is used to measure the relative effectiveness / efficiency of one COA to another. CDRs guidance and intent, Doctrinal fundamentals, Principles of War.

(f) Step 6: Select the Wargame Method: Belt, Box, Avenues in Depth (**Belt most preferred) (g) Step 7: Select a Method to Record and Display Results: Sync Matrix, Sketch Note Method, or
Modified Sync Matrix. This record will allow the staff to build task org, sync activities, develop the DST.

(h) Step 8: War-Game the Battle and Assess the Results:

Analyze each critical event by identifying the tasks the force must accomplish one echelon down using assets two echelons down. Follow the cycle of action (events initiated by the side with the initiative, usually the offense) reaction, counteraction; ID the need for any branches (Be prepared missions during the operation) to the plan; ID TAIs, HVTs and HPTs: Begin the DST and DSM.

(1) TTP: Eight steps: (a) Step 1: War-Game each friendly COA against the enemies MPCOA and ID:

Does each COA meet C-FADS, if not get rid of it; ID advantages and disadvantages in relation to the evaluation criteria that will facilitate comparison; ID CCIR linked to the destruction of the enemy. Do not deviate from the enemies MPCOA, even if it means exploiting failure. Track CBT PWR on the composition graphics as you war-game losses. S2 briefs action, HVTs, location, and triggers.

(b) Step 2: (c) Step 3: (d) Step 4: (e) Step 5:

Conduct the War-Game Brief (Optional) Execute MDMP Step 5 (Conduct Decision Brief)

War-Game the selected COA against the enemies MPCOA to ID culminating points which are directly linked to Decision Points and Branch Plans. These are driven by FFIR, i.e. loss of two MICLICs at the breach. Prepare a fill in the blank Branch Plan FRAGO. War-Game the selected COA against all other enemy COAs to ID Branch Plans driven by PIR. Prepare a fill in the blank Branch Plan FRAGO.

(f) Step 6: Include prepared FRAGOs for Branch Plans. (g) Step 7: Issue the OPORD (h) Step 8: ID Sequels based on the success of the mission and guidance from higher. * War-Game Set-up: - Posted Items: Refer to Gather the Tools * XO begins briefing: - Ensure personnel and chart are organized around the COA sketches. - Conduct roll call - References we will use throughout this briefing are: Refer to Gather the Tools. - The recorder for issues, notes, and charts (DSM, assumptions, risks) - The recorder for the Sync Matrix is: - Updating the map is:
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- The sequence we will follow is: Action, Reaction, Counteraction by BOS IAW Deep, Close, and Rear. - The rules are: No side bar conversations, everyone takes notes, no drinks on the table, the recorder will sound off with the next topic when he is ready, the XO has he final say on all disagreements. - The timekeeper is ___ and we will go no longer than ___. * S3: - I will now orient you to the sketch: - Friendly forces are arrayed: * S2: - Enemy overview - Enemy 1st action, HVTs, location and trigger * War-Gaming Results: - Refine and modify the COAs to include branches and sequels: - ID COAs strengths / weaknesses - Refine location / timing of decision points - Refine Event Template / Matrix - Refine Task Org - ID tasks to subordinate Cmdrs - Allocation of combat, CS, and CSS assets - Develop Sync Matrix and DST: Indicates when and where a decision
may need to occur.

- Estimate the duration of each critical event as well as the operation - ID location and commitment of reserve. - Integrate the targeting process to include the HPTL (High Payoff Tgt List) - Projecting friendly and enemy losses: Intuitive process, mission force ratios are the basis. (I.E. You lose three, I lose one.) - ID likely times and areas the enemy may use wpns of mass destruction - ID location of Cmdr and CPs - Determine requirements for deception and surprise - Develop fire support, M/CM/S, ADA & CSS plans and graphics - Developing the intell collection and dissemination plan - Refine and ID decision points, NAIs, TAIs: SOP TAI Matrix - Refine CCIR & integrate into the R&S plan - Refine C2 requirements, to include control measures - Determine movement times and tables - ID hazards, assess risks, and develop measures to reduce those risks * The Targeting Conference follows the War-Game: XO, S2, S3AIR, ALO, ADO, FSO, DS
MI CMDR: ID triggers

V.

* The War-Game brief (optional): Course of Action Comparison : (a) (b) (c) (d)

Given to the XO to ensure all points are covered.

Poses minimum risks, positions the force for future ops (Sequels), flexibility

Decision Matrix: Uses the eval criteria already identified in Step 5 of COA Analysis. Identify sub-criteria XO weights certain items as necessary
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(e) BOS reps compare in their BOS area (f) Identify advantages, disadvantages, and risks (g) Decision Brief: SOP BRIEF

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VI. Course of Action Approval:

(a) Cmdr approves: (b)
May refine his intent, issue guidance on CS, CSS, orders prep, and rehearsals. May modify a COA. If this happens, the staff must develop the COA and War-Game the new COA.

WARNO # 3:
(1) (2) (3) (4) (5) (6) (7) (8) (9) (10) (11)

Essential info subordinates need to refine their plans Higher's and the issuing HQ's Mission Statement Refined CDRs intent Specified type of OPORD Specified type of rehearsal High Pay-Off Target List Required maps Enemy situation and any significant intell events Orders for preliminary action, recon and surveillance Coordinating Instructions Service Support instructions: Any special equipment necessary, and or movements

VI. Orders Production:

(a) (b) (c) (d) (e) (f) (g) (h)

The CDR reviews and approves orders before the staff reproduces and briefs

Written OPORD: OPORD Brief: SOP Matrices Complete Annexes Repro Overlays Distribute OPORD CDR Backbriefs Rehearsals: Combined Arms, Fires, and CSS.

* At a minimum, conduct two rehearsals prior to any brief: Full Rehearsal and a Stand Up/Sit Down Rehearsal. Leave reaction time after your first rehearsal for corrections. Your stand up / sit down rehearsal is focused on the synchronization of briefers and changing graphics aids. * Warning Orders can include: SOP Reports, back brief format, rehearsal format, strip map to rehearsal site, execution matrix, RFI format, consolidated RFI list already answered, call signs and frequencies.