Welcome to Military Decision Making Process

(MDMP)Overview

Welcome to Military Decision Making Process

(MDMP)Overview

The Seven Steps of the MDMPThe Seven Steps of the MDMP

Mission AnalysisMission Analysis

Orders ProductionOrders Production

Course of Action ApprovalCourse of Action Approval

Course of Action ComparisonCourse of Action Comparison

Course of Action Analysis(War-Game)

Course of Action Analysis(War-Game)

Course of Action DevelopmentCourse of Action Development

Receipt of MissionReceipt of Mission

Military Decision Making ProcessMilitary Decision Making Process

Mission AnalysisMission Analysis

Orders ProductionOrders Production

Course of Action ApprovalCourse of Action Approval

Course of Action ComparisonCourse of Action Comparison

Course of Action Analysis(War-Game)

Course of Action Analysis(War-Game)

Course of Action DevelopmentCourse of Action Development

Receipt of MissionReceipt of Mission

WARNO #1WARNO #1

WARNO #2WARNO #2

WARNO #3WARNO #3

Plan PrepareAssessExecute

PreparationPreparation

ExecutionExecution

Note 1: A star ( ) depicts Commander activities and decisions.

Note 2: Rehearsals and backbriefs occur during preparation and ensure an orderly transition between planning and execution.

Input

• Mission received from higher HQ or deduced by the Commander and staff

•Higher HQ order/plan/IPB•Staff estimates•Facts & assumptions

• Restated mission•Cdr’s intent & planning guidance•CCIR•Staff estimates & products•Enemy COAs

•Refined Cdr’s planning guidance•Enemy COAs•Friendly COAs•Staff/BOS COAs

• Wargame results• Established criteria for comparison

• Decision Matrix

•Approved COA

Output• Commander’s initial guidance WARNO to staff

• Initial IPB products Cdr’s Intent Restated mission Initial CCIR Updated staff estimates/products• Preliminary movement Cdr’s planning guidance Initial ISR plan

• Updated staff estimates• COA statements and sketches• Refine Cdr’s planning guidance• Wargame results* Decisions support templates* Task Organization• Mission to subordinate units

• Decision matrix

• Approve COA Refine Cdr’s intent and guidance Refine CCIR

• OPLAN/OPORD

Role of the CommanderRole of the Commander

Visualize - process of developing a clear understanding of the current state, with relation to the enemy and environment, envisioning a desired end state which represents mission accomplishment, and then subsequently visualizing the sequence of activity that moves the force from its current state to the end state.

Describe – Commanders describe their visualization in the form of their Commander’s intent and planning guidance.

Direct – Commanders direct throughout the operations process by issuing plans and orders, and establishing control measures.

Visualize - process of developing a clear understanding of the current state, with relation to the enemy and environment, envisioning a desired end state which represents mission accomplishment, and then subsequently visualizing the sequence of activity that moves the force from its current state to the end state.

Describe – Commanders describe their visualization in the form of their Commander’s intent and planning guidance.

Direct – Commanders direct throughout the operations process by issuing plans and orders, and establishing control measures.

Role of the CommanderRole of the Commander

OBJ

VISUALIZE

Art of War/Science

VISUALIZE

Art of War/Science

Nature and DesignOf the Operation

Nature and DesignOf the Operation

DESCRIBE

Art of War/Science

DESCRIBE

Art of War/Science

DIRECT

Art of War/Science

DIRECT

Art of War/Science

Time, Space,Resources

Purpose and Action

Time, Space,Resources

Purpose and Action

Decisive Operations

Shaping Operations

Sustaining Operations

Decisive Operations

Shaping Operations

Sustaining Operations

Battlefield OperatingSystems

Battlefield OperatingSystems

ManeuverFire SupportIntelligenceMobility / Countermobility /

SurvivabilityAir DefenseCombat Service SupportCommand and Control

ManeuverFire SupportIntelligenceMobility / Countermobility /

SurvivabilityAir DefenseCombat Service SupportCommand and Control

LEAD

ASSESS

• Planning Guidance

• Intent

• Plans and Orders

• Preparation• Execution

Principles of WarTempoExperience

Mission, Enemy, Terrain and Weather, Troops,Time Available, Civil ConsiderationsCommon Operational Picture

• End State and Military Conditions• Center of Gravity• Decisive Points and Objectives• Lines of Operation• Culminating Point• Operational Reach, Approach and Pauses• Simultaneous and Sequential Operations• Linear and Nonlinear Operations• Tempo

Estimate Input from other Commanders

VisualizeVisualize

Commanders

• must understand the situation in the battlespace

• frame their battlespace during mission analysis

• use the operational framework and elements of operational design to assist them in visualizing operations

Commanders

• must understand the situation in the battlespace

• frame their battlespace during mission analysis

• use the operational framework and elements of operational design to assist them in visualizing operations

HomeStationHome

Station

Area ofOperations

Area ofOperations

ForceProjection

Base

ForceProjection

Base

InformationEnvironmentInformation

Environment

Area ofInfluenceArea of

Influence

Area ofInterestArea ofInterest

Area of Interest - A geographical area from which information and intelligence are required to execute successful tactical operations and to plan for future operations. It includes any threat forces or characteristics of the battlefield/battlespace environment that will significantly influence accomplishment of the command’s mission.

Area of Interest - A geographical area from which information and intelligence are required to execute successful tactical operations and to plan for future operations. It includes any threat forces or characteristics of the battlefield/battlespace environment that will significantly influence accomplishment of the command’s mission.

Area of Operations - A geographical area, including the airspace above, usually defined by lateral, forward, and rear boundaries assigned to a commander, by a higher commander, in which he has responsibility and the authority to conduct military operations.

Area of Operations - A geographical area, including the airspace above, usually defined by lateral, forward, and rear boundaries assigned to a commander, by a higher commander, in which he has responsibility and the authority to conduct military operations.

BattlespaceBattlespace

Area of Influence - A geographical area wherein a commander can influence operations by maneuver or fire support systems normally under his command or control.

Area of Influence - A geographical area wherein a commander can influence operations by maneuver or fire support systems normally under his command or control.

Battlespace - Battlespace is the environment, factors, and conditions commanders must understand to successfully apply combat power, protect the force, or complete the mission. This includes the air and land space, and the included enemy and friendly forces, facilities, weather, terrain, the electromagnetic spectrum, and the information environment within the operational areas and areas of interest. Battlespace is conceptual; a higher commander does not assign it.

Battlespace - Battlespace is the environment, factors, and conditions commanders must understand to successfully apply combat power, protect the force, or complete the mission. This includes the air and land space, and the included enemy and friendly forces, facilities, weather, terrain, the electromagnetic spectrum, and the information environment within the operational areas and areas of interest. Battlespace is conceptual; a higher commander does not assign it.

Information Environment - The aggregate of individuals, organizations, and systems that collect, process, store, display, and disseminate information; also included is the information itself .

Information Environment - The aggregate of individuals, organizations, and systems that collect, process, store, display, and disseminate information; also included is the information itself .

Elements of Operational DesignElements of Operational Design

• End State and Military Conditions• Center of Gravity• Decisive Points and Objectives• Lines of Operation• Culminating Point• Operational Reach, Approach, and Pauses• Simultaneous and Sequential Operations• Linear and Nonlinear Operations• Tempo

• End State and Military Conditions• Center of Gravity• Decisive Points and Objectives• Lines of Operation• Culminating Point• Operational Reach, Approach, and Pauses• Simultaneous and Sequential Operations• Linear and Nonlinear Operations• Tempo

DescribeDescribe

Commanders:

- Describe their visualization in the form of their Cdr’s Intent and planning guidance and CCIR.

- Use operational framework and elements of operational design to describe the relationship of decisive, shaping, and sustaining operations in space and time.

- Emphasize how the combination of decisive, shaping, and sustaining operations relate to accomplishing the purpose of the overall operation.

Commander’s Intent: Is a clear, concise statement of what the force must do and the conditions the force must meet to succeed with respect to the enemy, terrain, and the desired end state. It consists of end state, key tasks, and if desired, expanded purpose of the operation.

Planning Guidance: Cdr develops from his visualization; initially focuses on COA development and on ISR operations; Cdr identifies expected decisive operation & how he sees shaping and sustaining operations contributing to it.

Commanders:

- Describe their visualization in the form of their Cdr’s Intent and planning guidance and CCIR.

- Use operational framework and elements of operational design to describe the relationship of decisive, shaping, and sustaining operations in space and time.

- Emphasize how the combination of decisive, shaping, and sustaining operations relate to accomplishing the purpose of the overall operation.

Commander’s Intent: Is a clear, concise statement of what the force must do and the conditions the force must meet to succeed with respect to the enemy, terrain, and the desired end state. It consists of end state, key tasks, and if desired, expanded purpose of the operation.

Planning Guidance: Cdr develops from his visualization; initially focuses on COA development and on ISR operations; Cdr identifies expected decisive operation & how he sees shaping and sustaining operations contributing to it.

Cdr’s Intent and COA DevelopmentCdr’s Intent and COA Development

Key tasks are not tied to a specific COA; they identify requirements fundamental to success of the force as a whole. When significant opportunities arise or the concept of operations no longer applies, subordinates use key tasks to keep their efforts supporting the Commander’s intent.

Key tasks are not tied to a specific COA; they identify requirements fundamental to success of the force as a whole. When significant opportunities arise or the concept of operations no longer applies, subordinates use key tasks to keep their efforts supporting the Commander’s intent.

End State

COA 1 COA 2

COA 3

Key Task

s

Commander’s Critical Information Requirements

(CCIR)

Commander’s Critical Information Requirements

(CCIR)

• Supports the Commander’s battlefield visualization• Identifies information Cdr needs to make critical decisions• Assists in determining or validating COAs• Filter information available to the Commander• Focuses the efforts of subordinates and staff• Assists in the allocation of resources• Assists staff officers in making recommendations• Limit to 10 or less information items• Directly affects the success or failure of the mission

• Supports the Commander’s battlefield visualization• Identifies information Cdr needs to make critical decisions• Assists in determining or validating COAs• Filter information available to the Commander• Focuses the efforts of subordinates and staff• Assists in the allocation of resources• Assists staff officers in making recommendations• Limit to 10 or less information items• Directly affects the success or failure of the mission

Commander’s CriticalInformation Requirements

(CCIR)

Commander’s CriticalInformation Requirements

(CCIR)

PIR – Priority Information Requirements are those intelligence requirements for which a commander has an anticipated and stated priority in his task of planning and decision-making.

FFIR – Friendly Forces Information Requirements are information the commander and staff need about the forces available for the operation.

PIR – Priority Information Requirements are those intelligence requirements for which a commander has an anticipated and stated priority in his task of planning and decision-making.

FFIR – Friendly Forces Information Requirements are information the commander and staff need about the forces available for the operation.

In addition to nominating CCIR to the commander, the staff alsoidentifies and nominates essential elements of friendly information (EEFI). Although EEFI are not part of the CCIR, they are a commander’s priority.

In addition to nominating CCIR to the commander, the staff alsoidentifies and nominates essential elements of friendly information (EEFI). Although EEFI are not part of the CCIR, they are a commander’s priority.

EEFI – Essential Elements of Friendly Information are the critical aspects of a friendly operation that, if known by the enemy, would subsequently compromise, lead to failure, or limit success of the operation, and therefore, must be protected from enemy detection.

EEFI – Essential Elements of Friendly Information are the critical aspects of a friendly operation that, if known by the enemy, would subsequently compromise, lead to failure, or limit success of the operation, and therefore, must be protected from enemy detection.

Commander’s CriticalInformation Requirements

(CCIR)

Commander’s CriticalInformation Requirements

(CCIR)

DirectDirect

• Commanders direct throughout the operation by issuing plans and orders, and establishing control measures.

• Must strike a balance between necessary but minimum direction and overly detailed direction.

• Control measures help Commanders direct action by establishing responsibilities and limits to prevent units from impeding one another and to impose necessary coordination. They may be permissive or restrictive.

• Commanders direct throughout the operation by issuing plans and orders, and establishing control measures.

• Must strike a balance between necessary but minimum direction and overly detailed direction.

• Control measures help Commanders direct action by establishing responsibilities and limits to prevent units from impeding one another and to impose necessary coordination. They may be permissive or restrictive.

The Role of the Staff During Planning

The Role of the Staff During Planning

• Helps the Commander make decisions • Develops effective plans and orders

• Integrates information with sound doctrine and technical competence

• Initially focused on Mission Analysis, to help the Commander understand the situation and the mission

• During COA Development and COA Comparison, the staff

provides sound recommendations to support the Commander in selecting a COA

• Helps the Commander make decisions • Develops effective plans and orders

• Integrates information with sound doctrine and technical competence

• Initially focused on Mission Analysis, to help the Commander understand the situation and the mission

• During COA Development and COA Comparison, the staff

provides sound recommendations to support the Commander in selecting a COA

Critical Staff TasksCritical Staff Tasks

• Develop and maintain their Staff Estimates

• Identifying specified and implied tasks • Identifying constraints • Identifying key facts and assumptions

• Performing IPB • Formulating the concept of operations and concept of support in line with

Commander’s intent • Developing the scheme of maneuver to support the COA • Preparing, authenticating, and distributing plans, orders, annexes,

estimates, appendixes, and supporting plans

• Develop and maintain their Staff Estimates

• Identifying specified and implied tasks • Identifying constraints • Identifying key facts and assumptions

• Performing IPB • Formulating the concept of operations and concept of support in line with

Commander’s intent • Developing the scheme of maneuver to support the COA • Preparing, authenticating, and distributing plans, orders, annexes,

estimates, appendixes, and supporting plans

Commander, Staff, and Subordinate InteractionCommander, Staff, and Subordinate Interaction

• MDMP is designed to facilitate interaction between Cdr, Staff, Lateral, Higher and Subordinate HQs.

• allows for coordinated, concurrent effort that maintains flexibility, efficiently uses time, and facilitates continuous information sharing.

• provides a structure for the staff to work collectively to produce coordinated plan

• staff interacts and shares with subordinate HQs. As decisions, information, and products become available, higher HQs send them to lower in WARNOs

• MDMP is designed to facilitate interaction between Cdr, Staff, Lateral, Higher and Subordinate HQs.

• allows for coordinated, concurrent effort that maintains flexibility, efficiently uses time, and facilitates continuous information sharing.

• provides a structure for the staff to work collectively to produce coordinated plan

• staff interacts and shares with subordinate HQs. As decisions, information, and products become available, higher HQs send them to lower in WARNOs

The Role of the Commander andStaff in the MDMP

The Role of the Commander andStaff in the MDMP

Mission AnalysisMission Analysis

Orders ProductionOrders Production

Course of Action ApprovalCourse of Action Approval

Course of Action ComparisonCourse of Action Comparison

Course of Action Analysis(War-Game)

Course of Action Analysis(War-Game)

Course of Action DevelopmentCourse of Action Development

Receipt of MissionReceipt of Mission

WARNO #1WARNO #1

WARNO #2WARNO #2

WARNO #3WARNO #3

Commander’s

Visualization

Commander’s

Visualization

Staff EstimatesStaff Estimates

Visualize• Issue initial guidance

Describe• Approve Restated Mission• Issue Initial Commander’sIntent• Issue Cdr’s Planning Guidance• Approve Initial CCIR

•Refine planning guidance

Direct• Approve COA• Refine Cdr’s Intent / CCIR

• Approve OPLAN / OPORD

Mission Analysis Briefing

COA Briefing

Wargame Briefing (Optional)

COA DecisionBriefing

OPORD Briefing

Brigade Battalion Company

Receipt of the Mission

Receipt of the Mission

Mission Analysis Mission Analysis

COA DevelopmentCOA Development

COA Analysis COA Analysis

COA Comparison COA Comparison

COA Approval COA Approval

Orders Production

Orders Production

Receive the Mission

Issue a Warning Order

Make a Tentative Plan

Initiate Movement

Conduct Recon

Complete the Plan

Issue the Order

Supervise and Refine

Warning Order Warning Order

Warning Order Warning Order

Warning Order Warning Order

OPORD OPORDGeneric Time Blocks

from overall time

5 %

10 %

20 %

35 %

10 %

20 %

(One COA Comp

& App Brief)

1

2

3

PARALLEL TRAINING FLOW CHART

PARALLEL TRAINING FLOW CHART

QuestionsQuestions