Military DecisionMaking Process

1
Military Decision-Making Process

• Decisions are the means by which the commander
  translates his vision of the end state into
  action.
• Decision-making is both science and art.
• The Military Decision-Making Process is a tool
  that assists the commander and staff in
  developing estimates and a plan.

FM 101-5, MAY 97, p. 5-1
VG 1
2
Military Decision-Making Process

• An adaptation of the Armys analytical approach
  to problem solving.
• A doctrinal approach to decision making that
  helps the commander and his staff examine a
  battlefield situation and reach logical
  decisions.
• MDMP is a detailed, deliberate, sequential and
  time-consuming process used when adequate
  planning time and sufficient staff support are
  available to thoroughly examine numerous friendly
  and enemy courses of action.
• MDMP is the foundation on which planning in a
  time-constrained environment is based.

FM 101-5, MAY 97, p. 5-1
VG 2
3
Roles of Commander Staff

• The commander is in charge of the military
  decision-making process and decides what
  procedures to use in each situation.
• The commanders personal role is central his
  participation in the process provides focus and
  guidance to the staff.
• There are decisions that are the commanders
  alone.
• The less time available, the less experienced the
  staff, the less accessible the staff, generally
  the greater the commander involvement.
• The CofS or XO manages, coordinates, and
  disciplines the staffs work and provides quality
  control.

FM 101-5, MAY 97, p. 5-1
VG 3
4
Commanders Actions in MDMP

• Reinforces initial guidance to subordinate
  commanders
• Receives feedback on Warno 1

WARNO 1

• Reinforces guidance
• Receives feedback on Warno 2

WARNO 2
Commanders Estimate (continual)
Staff Estimates (continual)

• Discusses approved COA w/ subordinate commanders
• Receives initial backbrief / feedback on Warno 3

WARNO 3
VG 4
5
Receipt of Mission
MDMP Step 1

• MDMP begins with the receipt or anticipation of a
  new mission.
• Purpose of this step it to plan the preparation.
• Steps in receipt of mission are as follows . . .
• Operations Section issues a warning order staff
  to alert them of the pending planning process.
• Staff prepares for mission analysis by gathering
  the tools.
• Commander and staff conduct a quick initial
  assessment.
• Commander issues his initial guidance.
• Headquarters issues a warning order to
  subordinate and supporting units.

FM 101-5, MAY 97, pp. 5-3 to 5-5
VG 5
6
Prepare for Mission Analysis

• Gather the tools . . .
• Higher headquarters order.
• Maps of the area of operations.
• Own and higher headquarters SOPs.
• Appropriate Field Manuals.
• Existing staff estimates.

FM 101-5, MAY 97, p. 5-3
VG 6
7
Conduct an Initial Assessment

• Determine the time available from mission receipt
  to mission execution.
• Determine the time needed to plan, prepare for,
  and execute the mission for own and subordinate
  units.
• Determine the intelligence preparation of the
  battlefield.
• Additional factors to consider . . .
• Ambient light requirements for planning,
  rehearsals, and movement.
• The staffs experience, cohesiveness, and level
  of rest or stress.
• The critical product of this assessment is an
  initial allocation of available time.

FM 101-5, MAY 97, p. 5-4
VG 7
8
Issue Commanders Initial Guidance

• How to abbreviate the MDMP, if required.
• Initial time allocation.
• Liaison officers to dispatch.
• Initial reconnaissance to begin.
• Authorized movement.
• Additional tasks the commander wants the staff to
  do.

FM 101-5, MAY 97, p. 5-5
VG 8
9
Issue a Warning Order

• Issued to subordinate and supporting units.
• Uses the five-paragraph format.
• Includes as a minimum . . .
• Type of operation (such as offensive or
  defensive).
• General location of the operation.
• Initial time line.
• Movement or reconnaissance to initiate.

FM 101-5, MAY 97, p. 5-5
VG 9
10
Warning Order 1 Technique

• Area of operation.
• General enemy situation.
• General friendly situation.
• Attachments or detachments.
• Type and Time of operation.
• Tentative preparation timeline.
• Security, movement, and or reconnaissance
  instructions.
• Other pertinent information.
• With sketches if possible.

Tactics Technique
VG 10
11
Communicating Orders

• All orders (warning, operation, fragmentary)
  should be in the five paragraph format.
• The content (quantity format) of the order
  should drive the means of communication.
• However, available means of communication, time,
  and duplication capabilities man drive the
  content (quantity format) of the order.
• Means of communication include . . .
• Radio / telephone (vocal)
• Digital message (hard-copy)
• Messenger (hard-copy)
• Facsimile (hard-copy)
• Briefing (vocal)
• Combinations of the above

Tactics Technique
VG 11
12
Mission Analysis
MDMP Step 2

• Allows the commander to begin his battlefield
  visualization.
• The result is to define the tactical problem and
  beginning the process of determining feasible
  solutions.
• The commander conducts his own mission analysis
  so that he has a frame of reference.
• Anticipation and prior preparation are keys to a
  timely mission analysis.

FM 101-5, MAY 97, pp. 5-5 to 5-4
VG 12
13
Mission Analysis Steps

• 1. Analyze the higher headquarters' order.
• 2. Conduct initial IPB.
• 3. Determine specified, implied essential
  tasks.
• 4. Review available assets.
• 5. Determine constraints.
• 6. Identify critical facts and assumptions.
• 7. Conduct risk assessment.
• 8. Determine initial CCIR.
• 9. Determine initial recon annex.
• 10. Plan for available time.
• 11. Write the restated mission.

• 12. Conduct a mission analysis briefing.
• 13. Approve the restated mission.
• 14. Develop the initial commanders intent.
• 15. Issue the commanders guidance.
• 16. Issue a warning order.
• 17. Review facts assumptions.

FM 101-5, MAY 97, p. 5-10
VG 13
14
Mission Analysis Products

• Modified Combined Obstacle Overlay (MCOO).
• Situation Templates (SITTEMP).
• Initial Event Template.
• Specified, Implied, and Essential Tasks List.
• Forces Available.
• Constraints.
• Facts and Assumptions.
• Risk Assessment.
• Initial Commanders Critical Information
  Requirements (CCIR).
• Initial Reconnaissance and Surveillance Plan
  (RS).
• Detailed Timeline.
• Restated Mission.
• Commanders Intent.
• Commanders Guidance.
• Warning Order (WARNO 2).

FM 101-5, MAY 97, pp. 5-10
VG 14
15
Mission Analysis Worksheet

• Coordinating and special staff officers prepare
  mission analysis products within their area of
  expertise.
• In addition to required sketches, charts,
  templates, or overlays, each staff officer
  prepares a mission analysis worksheet focusing on
  his area of expertise.
• The mission analysis worksheet can be on, or
  transferred to, a chart or transparency to
  facilitate the mission analysis briefing.

Tactics Technique
VG 15
16
Analyze the Higher HQs Order
Mission Analysis Step 1

• Thoroughly analyze the higher headquarters' order
  to establish horizontal and vertical nesting, not
  just for maneuver, but also for all combat
  support and combat service support.
• Misinterpretation results in wasted time seek
  clarification immediately.
• Commander and staff must ensure they completely
  understand . . .
• Higher and two-higher headquarters . . .
• Commanders intent.
• Mission.
• Concept of operation, including deception plan.
• Time line for mission execution.
• Missions of adjacent units.
• Assigned area of operations.

FM 101-5, MAY 97, pp. 5-5 to 5-6
VG 16
17
Conduct Initial IPB
Mission Analysis Step 2

• IPB is the systematic, continuous process of
  analyzing the threat and the effects of the
  environment of the unit.
• Provides the basis for intelligence collection
  and synchronization to support COA development
  and analysis.
• Describes the environment your unit is operating
  in determines the threats likely COA.
• Helps the commander selectively apply and
  maximize his combat power at critical points in
  time and space.
• IPB steps
• Define the battlefield environment
• Describe the battlefields effects
• Evaluate the threat
• Determine threat COAs

FM 101-5, MAY 97, p. 5-6 FM 34-130, JUL 94, p.
1-1
Vg 17
18
Products of IPB
Define the Battlefield Environment
Modified Combined Obstacle Overlay
Describe the Battlefields Effects
Doctrinal Template
Evaluate the Threat
Situation Template
Determine Threat Courses of Action
Event Template
VG 18
19
Define the Battlefield Environment
IPB Step 1

• Identifying for further analysis specific
  features of the environment or activities within
  it, and the physical space where they exist.
• Define the battlefield environment
• Identify significant characteristics of the
  environment
• Identify the limits of the commands AO and
  battle space
• Establish the limits of the AI
• Evaluate existing data bases and identify
  intelligence gaps
• Collect the material and intelligence required to
  conduct the remainder of IPB

FM 34-130, JUL 94, p. 1-1 2-1
VG 19
20
Describe the Battlefields Effects
IPB Step 2

• The determination of how the battlefield
  environment affects both threat and friendly
  operations.
• Describes how the terrain, weather, and other
  battlefield aspects affect friendly and enemy
  fires and movement.
• Describe the battlefields effects MCOO
• Analyze the battlefield environment.
• terrain analysis (OAKOC)
• weather analysis
• analysis of other characteristics of the
  battlefield (e.g. population status)
• Describe the battlefields effects on threat and
  friendly capabilities and broad COAs

FM 34-130, JUL 94, p. 1-2 2-1
VG 20
21
Evaluate the Threat
IPB Step 3

• The determination of threat force capabilities
  and the doctrinal principle, tactics, techniques,
  and procedure threat forces prefer to use.
• Evaluate the Threat Doctrinal Templates.
• Update or create threat models.
• convert threat doctrine or pattern of operation
  to graphics (doctrinal template).
• describe threat tactics and options.
• identify high value targets (HVTs).
• Identify threat capabilities.

FM 34-130, JUL 94, p. 1-2 2-1
VG 21
22
High-Value Target / High-Payoff Target

• 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, JUL 94, p. Glossary-7
VG 22
23
Determine Threat COAs
IPB Step 4

• Identification and development of likely threat
  COAs that will influence accomplishment of the
  friendly mission.
• Identification of those areas and activities
  that, when observed, will discern which COA the
  threat commander has chosen.
• Determine Threat COAs Situation Templates
  Event Template.
• Identify the threats likely objectives and
  desired end state.
• Identify the full set of COAs available to the
  threat.
• Evaluate and prioritize each COA.
• Develop each COA in the amount of detail time
  allows.
• Identify initial collection requirements.

FM 34-130, JUL 94, p. 2-39 2-40
VG 23
24
Situation Templates

• Depiction of assumed threat dispositions, based
  on threat doctrine and the effects of the
  battlefield.
• Normally, the situation template depict threat
  units two levels of command below the friendly
  force as well as the expected location of high
  value targets.
• Situation templates use time phase lines (TPLs)
  to indicate movement of forces and the expected
  flow of the operation.
• Prepare as many graphics as necessary to depict
  the COA in enough detail to support staff war
  gaming and collection planning.
• Tailor the situation templates to your needs by
  focusing on the factors that are important to the
  commander or mission area.
• A situation might focus only on the treats
  reconnaissance assets, depicting details such as
  location and movement routes of these assets,
  their likely employment area, and their likely
  NAIs.

FM 34-130, JUL 94, p. 2-45 G-10
VG 24
25
Time - Phase Lines

• Graphic means of comparing the enemys mobility
  capability along multiple avenues of approach /
  mobility corridors.
• Based on doctrinal rates of movement and
  battlefield environment.
• Initial TPL indicated as H at enemy FLOT.
• Assist in tracking actual and potential enemy
  movement.

FM 34-130, JUL 94, p. 2-45 G-10
VG 25
26
Event Template

• A guide for collection and RS planning.
• Depicts where to collect the information that
  will indicate which COA the threat has adopted.
• Differences between the NAIs, indicators, and
  TPLs associated with each COA form the basis of
  the event template.
• Named area of interest (NAI) - the specific
  point, route, or area where key events are
  expected to occur where information that will
  satisfy a specific information requirement can be
  collected usually selected to capture
  indications of threat COAs but also may be
  related to conditions of the battlefield.
• Indicator - positive or negative evidence of
  threat activity activities which reveal the
  selected COA.
• The initial event template focuses on identifying
  which of the predicted COAs the threat has
  adopted.

FM 34-130, JUL 94, p. 2-50, G-7 G-8
VG 26
27
Event Matrix

• Its primary use is in planning intelligence
  collection.
• Supports the event template by providing details
  on the type of activity expected in each NAI, the
  times the NAI is expected to be active, and its
  relationship to other events on the battlefield.
• Provides a description of the indicators and
  activity expected to occur in each NAI.
• Cross-references each NAI and indicator with the
  times they are expected to occur and the COAs
  they will confirm or deny.
• There is no prescribed format.

FM 34-130, JUL 94, p. 2-51 G-7
VG 27
28
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 battlefields 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).

Technique based on FM 34-130, JUL 94, pp. 2-1
to 2-2
VG 28
29
Determine Specified, Implied, and Essential Tasks
Mission Analysis Step 3

• 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).

FM 101-5, MAY 97, pp. 5-6 to 5-7
VG 29
30
Review Available Assets
Mission Analysis Step 4

• 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 101-5, MAY 97, p. 5-7
VG 30
31
Determine Constraints
Mission Analysis Step 5

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

FM 101-5, MAY 97, p. 5-7
VG 31
32
Identify Critical Facts and Assumptions
Mission Analysis Step 6

• 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 101-5, MAY 97, p. 5-7
VG 32
33
Conduct Risk Assessment
Mission Analysis Step 7

• 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 101-5, MAY 97, pp. J-1 to J-3
VG 33
34
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.

based on USAIC Reg 385-6, JAN 97, Ap. A
VG 34
35
Determine Initial CCIR
Mission Analysis Step 8

• 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 highers intent.
• CCIR directly affect the success or failure of
  the mission and they are time sensitive in that
  they drive decisions.
• CCIR normally expressed as PIR, FFIR, EEFI.

FM 101-5, MAY 97, pp. 5-7 to 5-8
VG 35
36
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).
• Information needed to protect friendly forces
  from the enemys information gathering systems.
• How I prevent the enemy from seeing me.

FM 101-5, MAY 97, p. 5-14 Battle Command
Techniques and Procedures, Battle Command Battle
Laboratory
VG 36
37
PIR

• An intelligence requirement associated with a
  decision that will affect the overall success of
  the commanders mission.
• PIR are prioritized among themselves and may
  change in priority over the course of the
  operations 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?

FM 34-130, JUL 94, p. G-9
VG 37
38
Determine Initial Recon Annex
Mission Analysis Step 9

• 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.

• Initial reconnaissance 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 101-5, MAY 97, p. 5-8
VG 38
39
RS Matrix Technique

• Expand the Event Matrix into an RS Matrix by . .
  .
• Prioritizing the NAIs.
• Assigning primary and alternate observers to
  achieve redundant and continuous observation.
• Use the matrix as an execution tool by recording
  observations and remarks as they occur.

VG 39
40
Plan Use of Available Time
Mission Analysis Step 10

• 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 101-5, MAY 97, p. 5-8
VG 40
41
Write the Restated Mission
Mission Analysis Step 11

• 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.

FM 101-5, MAY 97, p. 5-8
VG 41
42
Conduct a Mission Analysis Brief
Mission Analysis Step 12

• Mission analysis is critical to ensure thorough
  understanding of the task and subsequent
  planning.
• Mission analysis briefing is given to both the
  commander and the staff to ensure tat all staff
  members are starting from a common reference
  point.
• This helps to commander and staff develop a
  shared vision of the requirements for the
  upcoming operation.

• 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.
• Hazards and their risk.
• Recommended initial CCIR.
• Recommended time line.
• Recommended restated mission.

FM 101-5, MAY 97, pp. 5-8 to 5-9
VG 42
43
Mission Analysis Brief Agenda

• XO Introduction.
• S3 Mission, intent, concept and deception
  objective (two levels up).
• XO Review the commanders initial planning
  guidance.
• S2 Initial IPB products.
• S3 Maneuver (tasks, constraints, forces
  available).
• FSO Fires.
• ADO Air Defense.
• Engr Engineer.
• Chemo NBC.
• S4/S1 Combat Service Support.
• Sigo Command and Control.
• XO Recommended initial CCIR, time line, and
  restated mission.
• CDR Approve restated mission, develop intent, and
  issue guidance.
• Each SME briefs, within his area of expertise,
  higher concept, initial IPB, tasks, constraints,
  forces (assets) available, hazards, issues
  recommendations.

Technique based on FM 101-5, MAY 97, p. 5-9
VG 43
44
Approve the Restated Mission
Mission Analysis Step 13

• Immediately after the mission analysis briefing,
  the commander approves a restated mission.
• Can be the staffs recommended restated mission,
  a modified version of the staffs recommendation,
  or one that the commander has developed himself.
• Once approved, the restated mission becomes the
  units mission.

FM 101-5, MAY 97, p. 5-8
VG 44
45
Develop the Cdrs Initial Intent
Mission Analysis Step 14

• Commanders from company level up prepare an
  intent statement.
• Commanders 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 101-5, MAY 97, p. 5-9
VG 45
46
Commanders Intent

• 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.
• Key tasks are those that must be performed by the
  force, or conditions that must be met, to achieve
  the stated purpose of the operation--e.g. tempo,
  duration, and effect upon the enemy, and terrain
  that must be controlled.
• May explain a broader purpose that looks beyond
  the why of the immediate operation to the broader
  operational context of the mission.
• Not tied to a specific course of action, but
  fundamental to forces success.
• Does not include the method by which the force
  will get from its current state to the end state.
• Normally expressed in four or five sentences or
  bullets.

FM 101-5, MAY 97, p. 5-9
VG 46
47
Issue the Commanders Guidance
Mission Analysis Step 15

• If the commander has identified one or more
  decisive points, or an action he considers
  decisive, he should convey this to the staff.
• As a minimum, the commanders guidance should
  address . . .
• Specific enemy and friendly COAs to consider or
  not to consider, and the priority for addressing
  them.
• CCIR.
• Reconnaissance guidance.
• Risk guidance.
• Deception guidance.
• Fire support guidance.
• Mobility and countermobility guidance.
• Security measures to be implemented.
• Additional specific priorities for CS or CSS.
• Any other information the commander wants the
  staff to consider.
• Time plan.
• Type of order to issue.
• Type of rehearsal to conduct.

FM 101-5, MAY 97, p. 5-10
VG 47
48
Issue a Warning Order
Mission Analysis Step 16

• 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.
• Commanders intent.
• Units AO.
• CCIR.
• Risk guidance.
• Reconnaissance to be initiated by subordinate
  units.
• Security measures.
• Deception guidance.
• Mobility and countermobility guidance.
• Specific priorities.
• Time plan.
• Guidance on rehearsals.

FM 101-5, MAY 97, pp. 5-10 to 5-11
VG 48
49
Review Facts and Assumptions
Mission Analysis Step 17

• 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 101-5, MAY 97, p. 5-11
VG 49
50
COA Development
MDMP Step 3

• Commanders guidance and intent focus the staffs
  creativity to produce a comprehensive, flexible
  plan within the time constraints.
• Commanders direct participation helps the staff
  get quick, accurate answers to questions that
  occur during the process.
• COAs must meet the criteria of . . .
• Suitability - accomplishes the mission and
  complies with the commanders guidance.
• Feasibility - the unit has the capability to
  accomplish the mission in terms of available
  time, space, and resources.
• Acceptability - advantage gained by executing the
  COA justifies the cost in resources, especially
  casualties.
• Distinguishability - each COA must differ
  significantly from others.
• Completeness.

FM 101-5, MAY 97, p. 5-11
VG 50
51
COA Development Steps

• 1. Analyze Relative Combat Power.
• 2. Generate Options.
• 3. Array Initial Forces.
• 4. Develop the Scheme of Maneuver.
• 5. Assign Headquarters.
• 6. Prepare COA Statements and Sketches.

FM 101-5, MAY 97, p. 5-11
VG 51
52
Relative Combat Power Analysis (RCPA)
COA Development Step 1

• Combat power is the effect created by combining
  the elements of maneuver, firepower, protection,
  and leadership in combat against the enemy.
• 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.
• Potential decisive points.
• Significant factors
• Tactics, techniques, procedures.

FM 101-5, MAY 97, p. 5-12
VG 52
53
RCPA Technique

• Record key strengths and weaknesses for friendly
  enemy forces.
• Record deductions of the comparison of strength
  and weakness.
• Identify factors significant to the successful
  accomplishment of the mission.
• Record TTPs you may utilize to accomplish the
  mission.

Tactics Technique
VG 53
54
Generate Options
COA Development Step 2

• Determine the decisive point main effort.
• Each COA should be developed starting at a
  potential decisive point.
• Where the unit will mass the effects of
  overwhelming combat power to achieve a result
  with respect to terrain, enemy, and time that
  will accomplish the units purpose.
• Determine supporting efforts.
• Determine purposes for main supporting efforts.
• Determine essential tasks for main supporting
  efforts.

FM 101-5, MAY 97, p. 5-12
VG 54
55
COA Development (Contd)
COA Development Steps 3, 4, 5

• Array Initial Forces.
• Determine the ratio of friendly to enemy units
  required for each task, starting with the main
  effort and continuing through all supporting
  efforts.
• Develop the Scheme of Maneuver.
• Refine the initial array of forces and use
  graphic control measures to coordinate the
  operation and to show the relationship of
  friendly forces to one another, the enemy, and
  the terrain.
• Assign Head Quarters.
• Assign headquarters to groupings of forces.
• Planners should not exceed the allocated
  headquarters' span of control.

FM 101-5, MAY 97, p. 5-13
VG 55
56
Annotated COA Development Steps

• 1. ANALYZE RELATIVE COMBAT POWER.
• 2. GENERATE OPTIONS.
• Determine the decisive point main effort .
• Determine supporting efforts.
• Determine purposes for main supporting efforts.
• Determine essential tasks for main supporting
  efforts.
• 3. ARRAY INITIAL FORCES.
• Determine the ratio of friendly to enemy units
  required for each task, starting with the main
  effort and continuing through all supporting
  efforts.
• 4. DEVELOP THE SCHEME OF MANEUVER.
• Refine the initial array of forces and use
  graphic control measures to coordinate the
  operation and to show the relationship of
  friendly forces to one another, the enemy, and
  the terrain.
• 5. ASSIGN HEADQUARTERS.
• Assign HQs, creating task organization without
  exceeding span of control.
• 6. PREPARE COA STATEMENTS AND SKETCHES

FM 101-5, MAY 97, pp. 5-11 to 5-15
VG 56
57
Prepare COA Statements Sketches
COA Development Step 6

• The COA Statement must clearly portray how the
  unit will accomplish the mission and explain the
  scheme of maneuver.
• The sketch provides a picture of the maneuver
  aspect of the COA.
• Together they cover the task organization, tasks
  and purposes of subordinate units, and
  significant risk.

FM 101-5, MAY 97, p. 5-14
VG 57
58
COA Statement Sketch Technique

• Mission Statement (written)
• Intent (written)
• COA Generic Task Organization (drawn)
• COA Statement (written)
• Decisive point/desired result Decisive to this
  operation is . . .
• Description of the type or form of operation,
  addressing main and supporting efforts We will
  accomplish this by . . .
• Significant events or risk Significant to this
  operation is . . .
• Employment of major maneuver elements, addressing
  security, main battle, and reserve operations.
  (Sequential description of tasks and purposes.)
• Purpose and priority of available fire support
  assets.
• Engineer priority, and integration of obstacles
  with maneuver and fires.
• Integration of other systems critical to the COA.

Prominent Terrain, Operations Graphics, Legend
(if required)
Tactics Technique
VG 58
59
COA Briefing Technique

• Update the IPB (situation and event templates). -
  S2/AS2
• Read the restated mission (posted). - S3/AS3
• Read the commanders intent (posted). - XO
• Review the commanders guidance. - XO
• Explain each COA. - COA Proponent
• Generic Task organization for COA (using
  graphic).
• Decisive point/result Decisive to this
  operation is . . .
• Type or form of operation, addressing main and
  supporting efforts We will accomplish this by .
  . .
• Significant events or risk associated with the
  operation Significant to this operation is . .
  .
• Employment of major maneuver elements, addressing
  security, main battle, and reserve operations.
  (Sequential description of tasks and purposes.)
• Purpose and priorities for each available fire
  support asset.
• Engineer priority of effort/support, and
  integration of engineer assets and obstacles with
  maneuver and fires.
• Any other critical aspect of the operation.

Tactics Technique
VG 59
60
Course of Action Analysis
MDMP Step 4

• Identifies which COA accomplishes the mission
  with minimum casualties while positioning the
  force to retain the initiative for future
  operations.
• Helps the commander . . .
• Determine how to maximize combat power against
  the enemy while protecting the friendly forces
  and minimizing collateral damage.
• Have as near an identical vision of the battle as
  possible.
• Anticipate Battlefield events.
• Determine conditions and resources required for
  success.
• Determine when and where to apply the forces
  capabilities.
• Identify coordination requirements to produce
  synchronized results.
• Determine the most flexible course of action.

FM 101-5, MAY 97, p. 5-16
VG 60
61
War-Gaming Process

• COA Analysis is conducted using war gaming.
• It focuses attention on each phase of the
  operation in a logical sequence.
• 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 sides actions in response.
• Counteractions - responses to the reactions.

FM 101-5, MAY 97, pp. 5-16 to 5-22
VG 61
62
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 101-5, MAY 97, p. 5-16
VG 62
63
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 101-5, MAY 97, 2 FEB 97, p. 5-17
VG 63
64
Gather the Tools
War-Game Step 1

• 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 .
  . .
• SITTEMP.
• Event template.
• Recording method.
• Completed COAs, to include maneuver and RS
  graphics.
• Means to post enemy and friendly unit symbols.
• Map of AO.

FM 101-5, MAY 97, p. 5-17
VG 64
65
List All Friendly Forces
War-Game Step 2

• Consider all available combat, CS and CSS units
  that can be committed to the battle, paying
  special attention to support relationships and
  constrains.
• The friendly force list remains constant for all
  COAs the staff analyzes.

List Assumptions
War-Game Step 3

• Review previous assumptions for continued
  validity and necessity.

FM 101-5, MAY 97, p. 5-17
VG 65
66
List Known Critical Events and Decision Points
War-Game Step 4

• 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 . . .
• Events that trigger significant actions or
  decisions.
• Complicated actions requiring detailed study .
• Essential tasks identified during mission
  analysis.
• Major events from the units current position to
  the accomplishment of the mission.
• Decision points are events or location on the
  battlefield where tactical decisions are required
  during mission execution.
• The staff must keep the list of critical events
  and decision points manageable. When time is
  short, the staff must reduce the list to only
  essential critical events and decision points.

FM 101-5, MAY 97, p. 5-18
VG 66
67
Determine Evaluation Criteria.
War-Game Step 5

• 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.
• Commanders guidance and intent.

FM 101-5, MAY 97, p. 5-17
VG 67
68
Select the War-Game Method
War-Game Step 6

• 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 techniques can be used separately or in
  combination.

FM 101-5, MAY 97, p. 5-17
VG 68
69
Select a Method to Record and Display Results
War-Game Step 7

• Recording the war games results gives the staff
  a record from which to . . .
• Build task organizations.
• Synchronize activities.
• Develop decision support templates.
• Confirm and refine event templates.
• Prepare plans or orders.
• Identify strengths and weaknesses.
• Two methods are use to portray the action
• Synchronization matrix.
• Sketch note.

FM 101-5, MAY 97, p. 5-17
VG 69
70
Synchronization Matrix Method

• 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.
• Passage of time may result in changes to the
  initial conditions with respect to the enemy,
  status of friendly forces, and even weather.

VG 70
FM 101-5-1, MAY 97, pp 5-19 thru 5-21
71
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.
• Staff members use sequence numbers to reference
  the notes to the corresponding location on the
  map or overlay.
• They use the war-game work sheet to identify all
  pertinent data for a critical event.

FM 101-5-1, MAY 97, p 5-22
VG 71
72
War-Game the Battle and Assess the Results
War-Game Step 8

• 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 forsee the dynamics of a battles action,
  reaction, and counteraction.
• Identify the COAs 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-T.

FM 101-5, MAY 97, p. 5-17
VG 72
73
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 101-5, MAY 97, p. 5-24
VG 73
74
COA Comparison
MDMP Step 5

• The COA comparison starts with the commander
  analyzing and evaluating the advantages and
  disadvantages of each COA from his perspective.
• The Commander 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 soldiers, equipment, and
  mission accomplishment.
• Best position the force for future operations.
• Provide the best flexibility to meet unknowns
  during execution.
• Provide maximum latitude for initiative by
  subordinates.

FM 101-5, MAY 97, p. 5-24
VG 74
75
Decision Matrix

• Evaluation criteria should be those identified
  during course of action analysis.
• Weighting - based on relative importance.
• Comparison methods- high/low, /-, numerical
  value.

FM 101-5, MAY 97, pp. 5-25 to 5-26
VG 75
76
Commanders 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 levels
  up.
• Updated IPB.
• Restated mission.
• Status of own forces.
• Own COAs, including
• Assumptions used in planning.
• Results of staff estimates.
• Advantages and disadvantages (including risk)
  with decision matrix showing COA comparison.
• Recommended COA.

FM 101-5, MAY 97, pp. 5-24 to 5-25
VG 76
77
COA Approval
MDMP Step 6

• The commander decides on the COA he believes to
  be the most advantageous.
• Once the commander has selected a COA
• - He may refine his intent statement.
• - He issues any additional guidance on
  priorities for CS/CSS.
• - Issues guidance on orders preparation,
  rehearsals, and preparation for mission
  execution.
• The commander issues a warning order with
  essential information so that subordinates can
  refine their plans.

FM 101-5, MAY 97, p. 5-26
VG 77
78
Warning Order 3

• The Warning Order follows the five-paragraph
  field order format and may include the following
  information
• Required maps.
• The enemy situation and significant intelligence
  events.
• The higher headquarters mission.
• Mission or tasks of the issuing headquarters.
• Orders for preliminary action, including
  reconnaissance and surveillance.
• Coordinating instructions .
• Service support instructions, any special
  equipment necessary, regrouping or transport, or
  preliminary movement of units.

FM 101-5, MAY 97, p. 5-26
VG 78
79
Orders Production
MDMP Step 7

• Based on the commanders 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.

FM 101-5, MAY 97, p. 5-26
VG 79
80
Orders Format - General

• Place the classification at the top and bottom of
  every page.
• Change from oral order, if any.
• Initial heading
• Copy ___ of ___ copies.
• Issuing headquarters.
• Place of issue (coordinates).
• Date-time group of signature.
• OPERATION ORDER (message reference number) (Code
  name).
• References A list of maps, charts, datum, or
  other documents required to understand the order.
• Time Zone Used Throughout the Order Use Zulu for
  operations spanning more than one time zone.

FM 101-5, MAY 97, p. H-14
VG 80
81
Format - Situation

• Task Organization Shown in paragraph or annex.
• 1. Situation.
• a. Enemy Forces. Describe the enemys most likely
  and most dangerous course of action. When
  possible, provide a sketch.
• b. Friendly Forces. Include the mission, intent,
  and concept of operation for headquarters one and
  two levels up. State the missions of flank units
  and other units whose actions would have a
  significant bearing on the issuing headquarters.
• c. Attachments and detachments. List units that
  are attached or detached. State when attachment
  or detachment is to be effective if different
  from when the OPORD is effective. Do not repeat
  information already listed under Task
  Organization.

FM 101-5, MAY 97, p. H-15
VG 81
82
Technique - Situation
Task Organization Shown in paragraph or
annex. Terrain and Weather Describe the
battlefields effects. 1. SITUATION. a. Enemy
Forces. (1) Composition, disposition, and
strength. (2) Capabilities and vulnerabilities.
Use BOS as framework. (3) Recent activities. (4)
Likely courses of action. Address, at a
minimum, the most probable and most dangerous
COAs. b. Friendly Forces. (1) Two-higher.
Mission, intent, and concept of operation. (2)
Higher headquarters. Mission, intent, and
concept. (3) Adjacent units. Missions of
affecting adjacent units. c. Attachments and
detachments. Attachments or detachments not
listed in task organization.
Tactics Technique
VG 82
83
Format - Mission Intent

• 2. MISSION. (Who, What, Where, When, Why)
  State the mission derived during the planning
  process. The mission statement will cover
  on-order missions. This is the mission of the
  immediate commander!!!
• 3. EXECUTION. (How)
• Intent State the commanders intent derived
  during the planning process.

FM 101-5, MAY 97, p. H-15
VG 83
84
Format - Concept of Operations

• a. Concept of operations. Should be concise and
  understandable. At a minimum, it addresses close,
  deep, rear, security, and reserve operations as
  well as describes the type or form of operation
  and designates the main effort.
• The concept describes
• Employment of major maneuver elements in a scheme
  of maneuver during offensive operations and
  positioning of units in the defense.
• Plan of fire support or scheme of fires.
• Integration of other major element or systems
  within the operation including reconnaissance and
  security elements, intelligence assets, engineer
  assets, and air defense.
• Any other aspects of the operation the commander
  considers appropriate to clarify the concept and
  to ensure unity of effort.
• Any be-prepared missions.

FM 101-5, MAY 97, p. H-15
VG 84
85
Format - Concept Subparagraphs

• The concept of operation may be a single
  paragraph, may be divided into two or more
  subparagraphs or, if unusually lengthy, may be
  prepared as a separate annex. The following
  subparagraphs are examples of what may be
  required within the concept
• Maneuver. Address close, deep, and rear battles
  as well as security and reserve operations. Do
  not duplicate information to be incorporated into
  unit subparagraphs or coordinating instructions.
• Fires. Clarify scheme of fires to support the
  overall concept. State purpose of, priorities
  for, allocation of, and restrictions for fire
  support.
• Air Defense. State overall concept of air defense
  in support of the scheme of maneuver. Establish
  priority of air defense for GS units and provides
  AD weapons status and warning status.
• Engineer. Clarify the scheme of engineer support
  to the maneuver plan paying particular attention
  to the integration of engineer asset, and
  obstacles. Indicate priority of effort and
  provide priority of mobility and survivability
  aspects as appropriate. Delegate or withhold
  authority to emplace obstacles.
• Reconnaissance and Surveillance. Specify the RS
  plan and how it ties in with the basic concept of
  operations. Address how assets are operating in
  relation to the rest of the force.

FM 101-5, MAY 97, p. H-16
VG 85
86
Technique - Concept of Operations

• a. Concept of operations. Describe the decisive
  point Decisive to this operation is . . .
  Describe the type or form of operation addressing
  main and supporting efforts We will accomplish
  this by . . . Describe significant events or
  risk associated with the operation Significant
  to this operation is . . . Describe be prepared
  missions, or refer to them in annexes.
• (1) Maneuver. Describe the employment of major
  maneuver elements in a scheme of maneuver,
  addressing, as appropriate close, deep, and rear
  battles, security and reserve operations, and
  designation of the main effort. (Sequential
  description of tasks and purposes.)
• (2) Fires. State the purpose, priority and
  allocation of available fire support, and any
  restrictions on their employment.
• (3) Air defense. State concept for air
  defense, air defense warning, and weapons control
  status.
• (4) Engineer. Indicate the priority of effort
  and support, describe the integration of engineer
  assets and or obstacles, and delegate or withhold
  authority to emplace obstacles.
• (5) RS. Specify how the RS plan supports the
  concept of operation.
• NOTE Refer to annexes as appropriate to give
  additional details.

Tactics Technique
VG 86
87
Format - Tasks to . . . Coord . . .

• b. Tasks to maneuver units. Only state tasks
  that are necessary for comprehension, clarity ,
  and emphasis. Use a separate subparagraph for
  each maneuver unit. List units in the same
  sequence as in the task organization, including
  reserves. Place tactical tasks that affect two
  or more units in coordinating instructions.
• c. Tasks to combat support units. Use CS
  subparagraphs to list only those specific tasks
  that CS unit must accomplish and that are not
  specified or implied elsewhere (e.g. annexes).
• d. Coordinating instructions. List only
  instructions applicable to two or more units and
  not routinely covered in unit SOPs. Complex
  instructions should be referred to in an annex.
  Subparagraphs listed below are mandatory
• Time or condition when a plan or an order becomes
  effective.
• Commanders critical information requirements
  (CCIR).
• Risk reduction control measures. Only measures
  unique to this operation.
• Rules of engagement. Can be addressed as an
  annex.
• Environmental considerations.
• MOPP Status

FM 101-5, MAY 97, pp. H-17 to H-18
VG 87
88
Format - Service Support

• 4. SERVICE SUPPORT. Refer to annexes, if
  required. Subparagraphs can include
• a. Support Concept. Visualization of how the
  operation will be logistically supported. This
  could include
• Support concept organized into a framework based
  on operational phasing, or presented as before,
  during, and after operations format.
• Support area locations.
• Commanders priorities of support.
• Unique support requirement in the functional
  areas of manning, arming, fueling, fixing,
  moving, and sustaining the soldier and his
  systems.
• Significant or unusual CSS issues that might
  impact the overall operation or any significant
  sustainment risks.
• Host nation support.
• b. Material services.
• c. Medical evacuation and hospitalization.
• d. Personnel support.

FM 101-5, MAY 97, pp. H-18 to H-19
VG 88
89