military decision making process (mar 08) 3

Significant Impacts

Why Event Temp?

• Where & When to Shoot, Jam & Maneuver• What to Shoot, Jam & Maneuver Against• Form the Basis for Planning Collection Strategies• Synch Intel with Friendly Operations

High-Value Target (HVT) / High-Payoff Target (HPT)

• High-value target (HVT) - assets the the threat commander requires for the successful completion of a specific COA

• High-payoff target (HPT) - target whose loss to the threat will contribute to the success of the friendly COA

FM 34-130, 1994, p. Glossary-7

13 Categories of HVTs

• C3• Fire Support• Maneuver• Air Defense• Engineer• RISTA• NBC• EW

• Bulk Fuels• Ammunition storage

sites and distribution points

• Maintenance and repair units

• Lift• Lines of

Communication

As you identify key assets, group them into one of the 13 categories used to develop target sets.

High Value Targets

Phase Category System

1 ISR BRM-3K / BMP-3M / MOTORCYCLE / SPF / DISMOUNTED OP

Fire Support 2S5 / 2S19 / 2S23 / W87

Engineer GMZ / UMZ / BAT-2 / MDK / IMR / PMZ

2 ISR BRM-3K / BMP-3M / MOTORCYCLE / SPF / DISMOUNTED OP

Maneuver T-90S / BMP-3K / PZF3T600


Engineer GMZ / UMZ / BAT-2 / MDK / IMR / PMZ

3 Maneuver T-90S / BMP-3K / AMX-10 HOT-3 / PZF3T600

Engineer UMZ / GMZ / IMR / BAT / PMZ


Event Matrix

H + 30 H + 60 H + 90 H + 120COA 1 EN Recon NAI 3 3 Armored

vehicles NAI 4Dismounted Squad NAI 7

CO sized element Vic EA Smash North

COA 2 EN Recon NAI 3 3 Armored Vehicles NAI 5

Dismounted Squad NAI 8

CO sized element Vic EA Smash Center

COA 3 Dismounted Squad NAI 9

CO Sized element Vic EA Smash South

COA 4 EN Recon NAI 2 Dismounted Squad NAI 10

Briefing the Initial IPB - Technique• Define the battlefield environment. (Initial operations graphics.)

– Identify significant characteristics of the environment.– Identify the area of operations and battle space.– Define the limits of the area of interest.

• Describe the battlefield’s effects. (MCOO & blowups, as appropriate.)– Describe the battlefield's effect on threat and friendly capabilities and broad

courses of action (terrain, weather, other).• Evaluate the threat. (Charts & sketches, as appropriate.)

– Describe the threat model (doctrinal templates, tactics, HVTs).– Describe capabilities (composition, disposition, strength; capabilities and

vulnerabilities; recent activities).• Determine threat courses of action. (SITTEMPs & Event Template.)

– Identify likely objectives and desired end state.– Describe likely threat courses of action.– Identify initial collection requirements (NAIs).

FM 34-130, 1994, pp. 2-1 thru 2-2

Determine Specified, Implied, and Essential Tasks

• Specified tasks - those specifically assigned to a unit by its higher headquarters.

• Implied tasks - those that must be performed to accomplish a specified task, but which are not stated in the higher headquarters’ order.

• Essential task(s) - must be executed to accomplish the mission (task and purpose).

Mission Analysis Step 3

FM 5-0, 2005, p. 3-18 thru 3-19

Review Available Assets

• Examine additions to and deletions from the current task organization, support relationships, and status of all units.

• Determine if assets are sufficient to perform all specified and implied tasks.

• Identify additional resources needed for mission success.


FM 5-0, 2005, p. 3-19

Determine Constraints

• Identify and understand constraints.• Constraints take the form of requirements to do something or a

prohibition on action.• Constraints restrict the freedom of action a subordinate

commander has for planning.


FM 5-0, 2005, p. 3-19

Identify Critical Facts and Assumptions

• Facts are statements of known data concerning the situation including enemy and friendly dispositions, available troops, unit strengths, and material readiness.

• Assumptions are suppositions about the current or future situation that are assumed to be true in the absence of facts.– They take the place of necessary, but unavailable facts.– An assumption is appropriate if it meets the tests of validity and

necessity.• Validity means the assumption is likely to be true.• Necessity is whether or not the assumption is essential for

planning.


FM 5-0, 2005, p. 3-20

Conduct Risk Assessment

• When assessing the risk of hazards in operations, the commander and staff must look at two kinds of risk, tactical risk and accident risk.

• Tactical risk is risk associated with hazards that exist due to the presence of the enemy on the battlefield.

• Accident risk includes all operational risk considerations other than tactical risk, and can include activities associated with hazards concerning friendly personnel, equipment readiness, and environmental conditions.

• Risk management steps:

– Identify hazards.

– Assess hazards.

– Develop controls, determine residual risk, and make risk decision.

– Implement controls.

– Supervise and evaluate.


FM 5-0, 2005, pp. 3-20 thru 3-21

Risk Management Worksheet

• Identify significant tactical and accident hazards.• Assess hazards in terms of initial probability, effect, and risk level.• Develop controls, determine residual risk, and make risk decision.

Hazard(Tactical &Accident)

InitialProb-ability

InitialEffect

InitialRiskLevel

Controls(Counter-measures)

ResidualProb-ability

ResidualEffect

ResidualRiskLevel

Probability: frequent, likely, occasional, remote, unlikely.Effect: catastrophic, critical, marginal, negligible.Risk Level: extremely high, high, medium, low.

FM 5-0, 2005, p. 3-21

Determine Initial CCIR and EEFI

• CCIR identify information needed by the commander to support his battlefield visualization and to make critical decisions.

• The commander alone decides what information is critical, based on his experience, the mission, and the higher’s intent.

• CCIR are situation dependant and specified by the commander for each operation.

• CCIR include PIR and FFIR. Though EEFI is not CCIR, it is a commander’s priority.


FM 5-0, 2005, p. 3-21 thru 3-22

Elements of CCIR

• Priority intelligence requirement (PIR).– Information about the enemy.– How I see the enemy.*

• Friendly force information requirements (FFIR).– Information about his or adjacent unit

capabilities.– How I see myself.*

• Essential elements of friendly information (EEFI).- Friendly capabilities or assets which, when

location is known by the enemy, provides him an advantage if he interdicts that asset

FM 5-0, 2005, p. 3-8

PIR• An intelligence requirement associated with a decision that will affect the overall success of

the commander’s mission.

• PIR are prioritized among themselves and may change in priority over the course of the operation’s conduct.

• Can be information about the enemy or terrain.

• Effective PIR . . .– Provide intelligence required to support a single decision.

– Ask only one question.

– Focus on a specific fact, event or activity.

– Are time sensitive.

• Examples.– Will the enemy defend on the forward slope of OBJ SAW?

– Will the enemy counterattack use AA 2?

NAI 2

Decision Support Template

BN EA

EA

Z

BP A1

BP B1

BP C1

BP A2

BP B2

BP C2

H+1

H+1 H+1.5

H+1.5H+2

H+2

3

4

NAI

1

NAI 5

6

4

5

3

1

TAI 2

MPCOA

COA3

COA2

•ID WHERE A DECISION MUST BE MADETO INITIATE A SPECIFIC ACTIVITY/EVENT

•DOES NOT DICTATE DECISIONS; INDICATES WHEN/WHERE THE NEED FOR A DECISION IS LIKELY TO OCCUR

•BASED ON CCIR

INCLUDES

•OPNs GRAPHICS

•DECISION POINTS

•TAIs & TPLs

•ENEMY OBJ/M.C.

DP1 ENGAGE 2nd ECH W/CAS IN TAI 1

DP2 EMPLOY FASCAM AT TAI 2

DP3 REPOSITION B&C Cos TO ALT BPs

DP4 REPOSITION A CO TO BP A2

DP5 DESTROY AASLT WITH RESERVE

DP6 EMPLOY RESERVE IN BN EA

TAI

1

RES

2

Determine Initial ISR Plan

• Identify gaps in the intelligence available and determine an initial reconnaissance and surveillance plan to acquire information based on available reconnaissance assets.

• Update CCIR and taskings to reconnaissance as they collect information and other intelligence sources fill in gaps.

Mission Analysis Step 9• Initial ISR annex should contain, as a

minimum:– AO for reconnaissance.– Mission statement.– Task organization.– Reconnaissance objective.– PIR and IR.– LD/LC time.– Initial NAIs.– Routes to AO and passage of lines

instructions.– Communications and logistics

support.– Fire support measures.– Medical evacuation.

FM 5-0, 2005, p. 3-22 thru 3-23

Update the Operational Timeline

• Refine the initial plan for the use of available time.• Compare the time needed to accomplish essential tasks to the higher

headquarters’ time line to ensure mission accomplishment is possible in the allotted time.

• Compare the time line to the enemy time line developed during the IPB.

• Determine window of opportunity for exploitation or times when the unit will be at risk from enemy activity.

• Specify when and where for briefings and rehearsals.• Maximize available planning time by sending additional warning

orders as detailed planning develops.


FM 5-0, 2005, p. 3-23

Write the Restated Mission

• Prepare a restated mission for the unit based on the mission analysis.

• The restated mission will include on-order missions; be-prepared missions will be in the concept of operation.

• Consists of Who, What, Where, When, Why.

• Along with Commander’s Intent, provides the primary focus for subordinate actions during planning, preparation, execution, and assessing.


FM 5-0, 2005, p. 3-23 thru 3-26

Conduct a Mission Analysis BriefMission Analysis Step 12

• Given to both the commander and staff, this helps to commander and staff develop a shared vision of the requirements for the upcoming operation.

• Focuses on relevant conclusions reached and staff members only present relevant information the commander needs to develop a situational understanding.

• Mission Analysis Brief Outline• Mission and intent of HQs two levels up.• Mission, intent, concept of operation, and

deception plan/objective of the headquarters one level up.

• Review initial planning guidance.• Initial IPB products.• Specified, implied, and essential tasks.• Constraints .• Forces available.• Initial Risk Assessment.• Recommended initial CCIR and EEFI.• Recommended time line.• Recommended collaborative planning

sessions.• Recommended restated mission.

FM 5-0, 2005, p. 3-26

Approve the Restated Mission

• Immediately after the mission analysis briefing, the commander approves a restated mission.

• Can be the staff’s recommended restated mission, a modified version of the staff’s recommendation, or one that the commander has developed himself.

• Once approved, the restated mission becomes the unit’s mission.


FM 5-0, 2005, p. 3-27

Develop the Initial Cdr’s Intent

• Used to focus planning and gives the commander a means of indirect control of subordinate elements during execution.

• Commander’s intent is a clear concise statement of what the force must do to succeed with respect to the enemy and the terrain and to the desired end state.

• Intent provides the link between the mission and the concept of operation by stating key tasks that, along with the mission, are the basis for subordinates to exercise initiative when unanticipated opportunities arise or when the original concept of operation no longer applies.


FM 5-0, 2005, p. 3-5,6 & 3-27

Issue the Commander’s Guidance

• Focuses the staff on COA development, analysis, and comparison. • Expresses the commander’s visualization, identifies the decisive and shaping operations.• As a minimum, the commander’s guidance should address . . .

– Specific enemy and friendly COAs to consider or not to consider, and the priority for addressing them.

– Decisive operation, potential decisive point(s), and potentail key decisions.– CCIR.– ISR guidance.– Risk guidance.– Deception guidance.– Fire support guidance.– Mobility and countermobility guidance.– Security measures to be implemented.– Additional specific priorities for BOS elements.– Operational Time line.– Type of order to issue and type of rehearsals to conduct.– Collaborative planning sessions to be conducted.– Any other information the commander wants the staff to consider.


FM 5-0, 2005, p. 3-27 thru 3-28

Issue a Warning Order• Immediately after the commander gives his guidance, the staff send subordinate and

supporting units a warning order.• As a minimum, the warning order contains . . .

– Restated mission.– Commander’s intent.– Task Organization changes, attachments and detachments.– Unit’s AO.– CCIR and EEFI.– Risk guidance.– Reconnaissance to be initiated by subordinate units.– Initial movement instructions.– Security measures.– Deception guidance.– Mobility and countermobility guidance.– Specific priorities.– Guidance on collaborative events and rehearsals.– Updated operational timeline.


FM 5-0, 2005, p. 3-28 thru 3-29

Review Facts and Assumptions

• During the rest of the decision-making process, the commander and staff periodically review all available facts and assumptions.

• New facts may alter requirements and analysis of the mission.

• Assumptions may have become facts or may have become invalid.

• Whenever facts or assumptions change, the commander and staff must assess the impact of these changes on the plan and make the necessary adjustments.


FM 5-0, 2005, p. 3-29

Mission Analysis Output• Updated staff estimates and products.• Initial IPB

– Enemy SITTEMPs– MCOO– HVT List

• Mission analysis briefing.• Restated mission.• Initial Commander’s Intent.• Commander’s Planning Guidance.• Updated operational time line.• Warning Order (WARNO #2).

FM 5-0, 2005, p. 3-16

COA Development

• The commander’s direct involvement in COA development can greatly aid in producing comprehensive and flexible COAs within the available time.

• COAs must meet the criteria of . . .

– Suitable - accomplishes the mission and complies with the commander’s guidance.

– Feasible - the unit has the capability to accomplish the mission in terms of available time, space, and resources.

– Acceptable - advantage gained by executing the COA justifies the cost in resources, especially casualties.

– Distinguishable - each COA must differ significantly from others.

– Completeness.

MDMP Step 3

FM 5-0, 2005, p. 3-29 thru 3-30

COA Development Steps

1. Analyze relative combat power2. Generate options3. Array forces4. Develop concept of operations5. Assign responsibilities6. Prepare COA statements and sketches

FM 5-0, 2005, p. 3-30 thru 3-35

Relative Combat Power Analysis (RCPA)

• Combat power is the total means of destructive and/or disruptive force that a military unit/formation can apply against the opponent at a given time (FM 1-02)

• Planners compare friendly strengths against enemy weaknesses, and vice versa, for each element of combat power.

• From these comparisons, they may deduce particular vulnerabilities for each force that may be exploitable or may need to be protected.

• These comparisons may provide planners insights into effective force employment and potential decision points.

COA Development Step 1

FM 5-0, 2005, p. 3-30 thru 3-31

Analyze Relative Combat Power (1-3)

• Estimate of both objective and subjective factors.

• Compare the most significant strengths and weakness of each force in terms of combat power:

• Friendly capabilities.• Types of operations possible from both enemy/friendly

perspectives.• How/where will enemy be vulnerable.• How/where friendly forces are vulnerable.• Additional resources required to execute the mission.• How to allocate existing resources.

FM 5-0, 2005, P. 3-30

• Do not develop and recommend COAs based solely on mathematical force ratios

• Planners combine analysis of force ratios (comparable companies and platoons) to intangible aspects of combat power (strengths/weaknesses).

By comparing friendly strengths against enemy weaknesses, planners deduce vulnerabilities of each force that may be exploitable or may need

to be protected.


FM 5-0, 2005, P. 3-31

• Determine what type of operation is feasible by comparing the force ratio with the historical minimum planning ratios for the contemplated combat mission.

If the relative combat power of the force produces the effects of the historical minimum-

planning ratio then the mission is feasible.


FM 5-0, 2005, P. 3-32

Technique for Analyzing Intangibles

Generate Options

• Each COA should be developed starting at a potential decisive operation identified in the commander’s planning guidance (Purpose).

• Determine shaping operations (Purpose).• Determine sustaining operations (Purpose).• Determine essential tasks for each decisive,

shaping, and sustaining operation.


FM 5-0, 2005, p. 3-33 thru 3-34

COA Development (Cont’d)

• Array Forces– Determine the forces necessary to accomplish the mission and to

provide a basis for the scheme of maneuver and then the planners determine the relative combat power required to accomplish each task, starting with the decisive operation and continuing through all shaping operations..

• Develop Concept of Operations– Describes how arrayed forces will accomplish the mission within

the commander’s intent. Planners select control measures (graphics) to control subordinate units during the operation.

• Assign Responsibilities– Task organization takes into account the entire battlefield

organization. – Generally, a headquarters controls at least two subordinate

maneuver units, but not more than five.

COA Development Steps 3, 4, & 5

FM 5-0, 2005, p. 3-34 thru 3-37

Prepare COA Statements & Sketches

• The COA Statement must clearly portray how the unit will accomplish the mission and explains the concept of operations.

• The sketch provides a picture of the maneuver aspect of the COA.• Together they cover the who (task organization), What (task), Where, When,

and Why (purpose) of subordinate units, and significant risk.


FM 5-0, 2005, p. 3-37 thru 3-41

COA Statement & Sketch

Mission StatementIntent

Control MeasuresProminent Terrain Features

Legend (if required)Task OrganizationCOA Statement (technique)

– Forms of maneuver or defensive techniques– Decisive point describing the desired result, & why it is decisive– Sequential statement of the purposes & tasks of decisive & shaping

operations– Concept of Critical Warfighting Functions– Commander’s desired endstate

COA Briefing• An updated IPB • Possible enemy COAs (event templates)• The unit mission statement• The commander’s and higher commanders’ intent• COA statements and sketches• The rationale for each COA, including—

– Considerations that might affect enemy COAs– Critical events for each COA– Deductions resulting from the relative combat power analysis– The reason units are arrayed as shown on the sketch– The reason the staff used the selected control measures– Updated facts and assumptions

• Recommended evaluation criteria

FM 5-0, 2005, p. 3-41

Course of Action Analysis

• Allows the staff to synchronize the WFF for each COA and identify the COA that best accomplishes the mission.

• Helps the commander and staff . . .– Determine how to maximize combat power against the enemy

while protecting the friendly forces and minimizing collateral damage

– Further develop a visualization of the battle– Anticipate Battlefield events– Determine conditions and resources required for success– Determine when and where to apply the force’s capabilities– Identify coordination requirements to produce synchronized

results– Determine the most flexible course of action– Focus IPB on the enemy strengths and weaknesses, and the

desired endstate

MDMP Step 4

FM 5-0, 2005, p. 3-42

War-Gaming Process

• COA Analysis is a DISCIPLINED process.

• The process considers friendly dispositions, strengths, and weaknesses; enemy assets and probable COAs; and characteristics of the AO.

• War gaming tests a COA or improves a developed COA.

• Takes a COA and begins to develop a detailed plan.

• Determines the strengths and weaknesses of each COA.

• Follows an action-reaction-counteraction cycle:

– Actions - events initiated by the side with the initiative.

– Reactions - the other side’s actions in response.

– Counteractions - responses to the reactions.

FM 5-0, 2005, p. 3-42 thru 3-50

War-Game Rules

• Remain objective, not allowing personality or their sensing of “what the commander wants” to influence them.

• Accurately record advantages and disadvantages of each COA as they become evident.

• Continually assess feasibility, acceptability, and suitability of the COA.

• Avoid drawing premature conclusions and gathering facts to support such conclusions.

• Avoid comparing one COA with another during the war game.

FM 5-0, 2005, p. 3-43

War-Gaming Steps

1. Gather the tools. 2. List all friendly forces. 3. List assumptions. 4. List known critical events and decision

points. 5. Determine evaluation criteria. 6. Select the war-game technique. 7. Select a method to record and assess the

results. 8. War game the battle and assess the results.

FM 5-0, 2005, p. 3-45

Gather the Tools

• War-game on maps, sand tables, or other tools that accurately reflect the nature of the terrain.

• Tools required include, but are not limited to . . .– Current staff estimates.– Event template.– Recording method.– Completed COAs, to include maneuver and ISR

graphics.– Means to post enemy and friendly unit symbols.– Map of AO.

War-Game Step 1

FM 5-0, 2005, p. 3-44 thru 3-46

List All Friendly Forces

• Consider all units that can be committed to the operation, paying special attention to support relationships and constrains.

• The friendly force list remains constant for all COAs the staff analyzes.

War-Game Step 2

List Assumptions

Review previous assumptions for continued validity and necessity.

War-Game Step 3

FM 5-0, 2005, p. 3-46

List Known Critical Events and Decision Points

• Critical events and decision points must be listed for each enemy COA war-gamed against.

• Critical events are those that directly influence mission accomplishment. They include major events from the unit’s current position through mission accomplishment.

• Decision point is an event, area, or point in the battle space where and when the friendly commander will make a critical decision.

• A decision point will be associated with CCIR that describes what information the commander must have to make the anticipated decision.

War-Game Step 4

FM 5-0, 2005, p. 3-46

H HOUR H + 20 H + 40 H + 120

EA SMASH

TAI #1

TAI #2

NAI #1

1

H + 60

Determine Evaluation Criteria

• Evaluation criteria are those factors the staff uses to measure the relative effectiveness and efficiency of one COA relative to other COAs following the war-game.

• Evaluation criteria change from mission to mission.• The criteria should look not only at what will create success, but also at what

will cause failure.• Examples of evaluation criteria include . . .

– Doctrinal fundamentals for the kind of operations being conducted.– Commander’s guidance and intent.– Level of tactical risk– Mission accomplishment at a reasonable cost.– Principles of War.

War-Game Step 5

FM 5-0, 2005, p. 3-46 thru 3-47

Select the War-Game Method

• There are three recommended techniques.– The belt technique divides the battlefield into belts

running the width of the area of operations.– The avenue-in-depth technique focuses on one avenue

of approach at a time, beginning with the main effort.– The box technique is a detailed analysis of a critical area.

• Each one considers the area of interest and all enemy forces affecting the outcome of the operations.

• The methods can be used separately or in combination.

War-Game Step 6

FM 5-0, 2005, pp. 3-47 thru 3-48

Select a Method to Record and Display Results

• Recording the war game’s results provides a record to:– Build task organizations.– Synchronize activities.– Develop decision support templates.– Confirm and refine event templates.– Prepare plans or orders.– Compare COAs.

• Two methods are use to portray the action:– Synchronization matrix.– Sketch note.

War-Game Step 7

FM 5-0, 2005, pp. 3-48 thru 3-50

Synchronization Matrix Method

EventTime

(Anticipated)Weather /Visibiltiy

Enemy

Decision PtIntel / R&S

MNVR

SecurityMain- BattleReserve

Mob/CM/SurFire SptAir DefNBCCSS

CMD & CTL

• Synchronization matrix method allows the staff to synchronize the COA across time and space in relation to the enemy COA.

• An advantage of this method is that it can be readily translated into a graphic decision-making product.

• The matrix is developed around selected functional areas or major subordinate commands of the unit.

• Other operations, functions, and units that are to be integrated can be incorporated into the matrix.

FM 5-0, 2005, p. 3-48

Sketch Note Method• Sketch note method uses brief notes concerning critical locations or

tasks.• Notes reference specific locations on the map or relate to general

considerations covering broad areas.• The commander and staff note locations on the map and on a separate

wargame worksheet.• Staff members use sequence numbers to reference the notes to the

corresponding location on the map or overlay.

FM 101-5-1, MAY 97, p 5-22CITICAL EVENT:SeqNum

Action Re-action

Counter-action

Assets Time DecisionPoint

CCIR ControlMeasures

Re-marks

FM 5-0, 2005, p. 3-49 thru 3-50

War-Game the Battle and Assess the Results

• During war-gaming, the commander and staff . . .– Analyze each selected event by identifying the tasks the force must

accomplish one echelon down, using assets two echelons down– Try to foresee the dynamics of a battle’s action, reaction, and counteraction– Identify the COA’s strengths and weaknesses– Look at many areas in detail– Conduct risk management ( to include the threat from WMD)– Identifies and synchronizes CS and CSS assets required to support the

scheme of maneuver– Evaluate the need for branches to the plan

• The commander can modify the COA based on METT-TC

War-Game Step 8

FM 5-0, 2005, p. 3-50 thru 3-52

War-Game Brief (Optional)• Higher headquarters, mission, intent, concept, and deception plan• Updated IPB (terrain, weather, enemy)• Enemy COAs war-gamed• Friendly COAs war-gamed• Assumptions• War-gaming technique used• For each COA war-gamed . . .

– Critical events that were war-gamed– Possible enemy actions and reactions– Modifications to the COA– Strengths and weaknesses– Results of the war game

FM 5-0, 2005, p. 3-53

COA Comparison

• The COA comparison starts with all staff members analyzing and evaluating the advantages and disadvantages of each COA from their perspectives

• The staff compares feasible courses of action to identify the one COA that has the highest probability of success against the most likely enemy COA and the most dangerous enemy COA– Pose the minimum risk to the force and mission

accomplishment– Place the force in the best posture for future operations– Provide the most flexibility to meet unexpected threats and

opportunities– Provide maximum latitude for initiative by subordinates

MDMP Step 5

FM 5-0, 2005, p. 3-53

Decision Matrix

• Evaluation criteria should be those identified during course of action analysis

• Weighting - based on relative importance• Comparison methods- high/low, +/-, numerical value

Criteria Weight COA 1 COA 2

Time to BlockingPosition

3 2 (6) 1 (3)

Risk of CATK toRight Flank

1 1 (1) 2 (2)

Size/Type ofReserve

2 1 (2) 2 (4)

CasualtyEvacuation

1 1 (1) 2 (2)

Total (10) (11)

NOTE: HIGHER NUMBERS ARE BETTER

Recommend COA 2

FM 5-0, 2005, p. 3-55

Commander’s Decision Briefing

• After completing its analysis and comparison, the staff identifies its preferred COA and makes a recommendation

• The decision-briefing format includes:– Intent of higher commanders one and two level’s up– Current IPB– Restated mission– Status of the force and its components– COAs considered, including:

• Assumptions used in planning• Results of staff estimates• Advantages and disadvantages (including risk) of each

COA– Recommended COA

FM 5-0, 2005, p. 3-55 thru 3-56

COA Approval

• The commander decides on the COA he believes to be the most advantageous

• Once the commander has selected a COA he issues the final planning guidance:- A refined commanders intent and new CCIR to support execution- Additional guidance on priorities for WFF activities, orders preparation, rehearsal, and preparation- Priorities for resources needed to preserve freedom of action and assure continuous sustainment- Any risk commanders are willing to accept

• The staff issues a warning order with essential information so that subordinates can refine their plans

MDMP Step 6

FM 5-0, 2005, p. 3-57

Warning Order 3• The WARNO contains the information subordinate units need to

refine their plans. It confirms guidance issued in person or by VTC and expand on details not covered by the commander personally. The WARNO issued after COA approval normally contains:– Mission– Commanders intent– Updated CCIR and EEFI– Concept of operations– AO– Principal tasks assigned to subordinate units– Preparation and rehearsal instructions not included in SOP– Final time line for the operations

FM 5-0, 2005, p. 3-57

Orders Production

• Based on the commander’s decision and final guidance, the staff refines the COA and completes the plan and prepares to issue the order.

• Finally, the commander reviews and approves orders before the staff reproduces and briefs.

• Order and Annex formats are in Annex G, FM 5-0.

MDMP Step 7

FM 5-0, 2005, p. 3-57

Questions ?Questions ?

military decision making process (mar 08) 3

Business