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Military Decision Making Military Decision Making Process – Multinational (MDMP-Process – Multinational (MDMP-

M) M) OverviewOverview

MPAT TEMPEST EXPRESS 27MPAT TEMPEST EXPRESS 2723-31 July 201523-31 July 2015

Manila, PhilippinesManila, Philippines

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Overview

• Purpose:– Provide an introduction and overview to the

Military Decision Making Process – Multinational (MDMP-M)

• Applicability– Range of Military Operations– Interchangeable with all types of

country/service-specific military planning processes JMAP, JOPP, MCPP, MDMP

• Reference– Multinational Force Standing Operating

Procedures (MNF SOP), Version 2.9a

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Objectives

• Gain a foundation of knowledge for what MDMP-M is, and how it is conducted

• Increased confidence in how to apply MDMP-M during TE-27, future exercises, and real-world operations

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Method

• Formal Presentation• Interactive approach• Questions and comments are

encouraged

• Evaluation:– Unless the sydicate agrees to use a

different planning method, MDMP-M will be used as the MNF Planning Process for TE-27

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What is MDMP-M?

• The approved Multinational Planning Process for USA and others

• An interactive planning methodology to understand the situation and mission, develop a courses of action, and produce an operations plan or order

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What is MDMP-M ? (continued)• MDMP-M is part of

Commander’s Decision Cycle• Proactive and adaptive,

based on intelligence inputs and assessments

• As in all MNF SOP processes, MDMP-M is only a start point, a universal foundation for the Force Commander and staff

• Focuses on interaction between the Commander, staff, and staffs of higher/lower commands

• Establishes a common operational vision; supports Unity of Effort

Orderly, analytical, logical

•Commander’s Appreciation and Operational Design•A proactive and ongoing process•Initiates, drives, and refines each step of MDMP-M

•Seven steps of MDMP-M1.Mission Analysis2.COA Development3.COA Analysis and Gaming4.COA Comparison5.COA Approval6.Plan / Order Development7.Execution Planning

*Note: All Key Steps contain: A Starting Condition, Process, and Results

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Key Steps

•Purpose: Set conditions for focused, effective, integrated planning environment and organizational actions in support of MNF planning process

•Starting Condition: Force Commander receives direction from a higher authority and receives an Operational Intelligence Preparation of the Environment (OIPE) from his staff

•Process: Force Commander identifies major information / knowledge gaps; conducts time-appreciation review; issues guidance on battle/operational rhythm, broad readiness guidance for staff & units, and assigns broad responsibilities

•Results:

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Commander’s Appreciation andOperational Design

• Commander’s Operational Design

• Initial Commander’s Planning Guidance

• Commander’s Initial Intent

• Issue Warning Order #1 (WARNORD #1)

• OIPE Products • Initial Staff Estimates

• Time Appreciation Review

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MDMP-M:Graphic Depiction of Steps

Operational Intelligence Preparation of the Environment (OIPE) – The analytical process used by operational intelligence organizations to produce intelligence estimates and other intelligence products in support of force commander’s decision-making process.

A continuous process that includes defining operational environment; describing impact of the operational environment; evaluating the adversary; and determining and describing adversary potential courses of action.

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Coalition Planning Group (CPG)

Staff

CPG

CPG Members:•Numbered Directorate Representatives•Public Affairs•Legal/Judge Advocate•Medical•CTF Components•Representatives from CTF coordination centers (MNCC, CLCC, CMOC, etc.)•Liaisons from other boards/cells

CPG – The Commander’s communication is critical to success

• The basic unit performing most planning activities• CPGs provide a cross-functional environment to promote

development of concepts and information sharing to ensure an integrated CTF planning effort

• CPG may also be known as the operational planning group (OPG), operational planning team (OPT) or crisis action team (CAT). *JP 5-0

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Step 1: Mission Analysis• Mission Analysis is intended to refine

understanding of the problem and clarify the purpose of the operation

• The process outlines MNF Commander’s accepted responsibilities and limitations

• This step focuses on analysis of the mission, higher headquarters guidance and intent, and examination of key planning factors by which the MNF Military End State can be achieved

• The analysis steps include:– Analyze Higher Headquarters Order – Determination of Known Facts, Current Status,

or Conditions– Development of assumptions – Development of operational limitations– Identify operational-level tasks– Initial MNF Force Structure analysis

Main results of Mission Analysis are Mission Statement, Revised

Commander’s Intent, identification of Military End

State, and release of Warning Order #2

All sub-steps within Mission Analysis are listed in the MNF SOP

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Step 2: COA Development• COA Development merges

“art and science” of planning to:– Provide possible solutions– Focus planning– Allow for follow-on assessment

• Each COA outlines:– Military actions– DIME support requirements– Purpose of each action– Forces and resources– Deployment concept– Time required to achieve

mission success or termination – Concept for a theater reserve

COAs must be suitable, feasible, acceptable,

distinct and complete

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Step 3: COA Analysis and Gamin• COAs Analysis and Gaming takes a step-by-step approach at

setting each separate COA against not only Force Commander’s Intent and Design but also the threat and the environment

• Furthers shared understanding of operational environment and potential impacts of actions upon this environment

• Analysis should reveal:– Confirmation of LOOs/LOEs, Decisive Points and Support Effects

(SE)– Potential decision points– Task organization adjustment– Data for a synchronization matrix– High Value Actions– Insights on Deployment, Sustainment, and Info Ops– A risk assessment– COA advantages and disadvantages– Recommended CCIRs

COA gaming involves an action-reaction-

counteraction method

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Step 4: COA Comparison• COAs are compared against a set of criteria

established by the staff and Commander

• Goal is to identify strengths and weaknesses so that a COA with the highest probability of success can be selected or developed

• The staff determines the recommend COA for approval by the Commander

• The selected COA should:– Mitigate risk to force and mission– Provide maximum latitude for subordinates– Provide most flexibility to meet

unexpected threats and opportunities Criteria for ranking will come from guidance,

doctrine, and operational design

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Step 5: COA Approval• Staff presents recommended

COA to Commander• Staff briefs commander on why

COA is being recommended, based on results of COA Comparison, Analysis and Gaming

• Commander can:– Approve COA and direct

development of Commander’s Estimate*.

– Direct refinements to COA and direct development of Commander’s Estimate*.

– Combine COAs or portions of each COA to form a new COA.

– Disapprove all COAs, and direct additional COAs (or COA) be developed, analyzed, gamed, and compared

• Approved COA becomes basis for Concept of Operations

• Warning Order #3 is released

Approved COA should have best chance of accomplishing the Military End State

*Commander’s Estimate. This is a formal estimate, but the precise contents may vary widely depending on the nature of the operation, time available, and applicability of prior planning.

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Step 6: Plan / Order Development

• Staff develops a plan / order by expanding the approved COA

• Purpose: Translate Commander’s decision into oral, written, and/or graphic communication sufficient to guide implementation and promote initiative by subordinates

• CPG is focal for development of plans and orders

• First step is developing a CONOPS that includes:– Commander’s intent– Component and supporting

organization actions– OPTEMPO– Links among objectives,

LOOs/LOEs, Decision Points and Supporting Effects

• Conducted rehearsals

CONOPS becomes “centerpiece” of EXORD

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Step 7: Execution Planning

• This steps starts with Higher Headquarters issuing an Execution Order (EXORD) for approved plan / order

• Planning does not end with beginning of Execution

• Assessment links planning and execution– Learning during execution– Informs decision making– Supports intuition,

experience, and judgment

• Effective PDMA Cycle

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Review

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Questions and Questions and DiscussionDiscussion