Module 4 - Mission Analysis
Commanders provide planning guidance along with their initial commander's intent.
Planning guidance conveys the essence of the commander's visualization. This guidance may be broad or detailed, depending on the situation. The initial planning guidance outlines an operational approach—a description of the broad actions the force must take to transform current conditions into those desired at the end state. The initial planning guidance also outlines specific COAs the commander desires the staff to look at and rules out any COA the commander will not accept. That clear guidance allows the staff to develop several COAs without wasting effort on things the commander will not consider. It reflects how the commander sees the operation unfolding. It broadly describes when, where, and how the commander intends to employ combat power to accomplish the mission within the higher commander's intent. There is no set format for the planning guidance. Instead, commanders tailor planning guidance to meet specific needs based on the situation.
check on learning - Select each definition or example, select where it belongs in the chart, then select Submit.
Priority Intelligence Requirement (PIR) An intelligence requirement stated as a priority for intelligence support that the commander and staff need to understand the adversary or the operational environment. CCIR - Yes Friendly Force Information Requirement (FFIR) Information needed by the commander and staff to understand the status of friendly force and supporting capabilities. When our vehicles fall to 75% operational. Definition "Will the enemy defend OBJ JAMES using a forward slope defense?" CCIR - Yes Essential Element of Friendly Information (EEFI) No Establishes an element of information to protect rather than one to collect. Identifies those elements of friendly force information that, if compromised, would jeopardize mission success. Unit identification of inbound troops. Example CCIR - Yes
What item(s) are missing on the agenda on slide 3?
Proposed problem statement Forces available and resource shortfalls Proposed themes and messages
Request for Information
Replace assumptions with facts as soon as possible. The staff identifies information needed to convert assumptions into facts and submits them to the appropriate agency as information requirements. Examine the decision tree on the screen to consider how to identify critical facts, develop assumptions, and test assumptions for veracity.
Why will the force conduct the operations (for what purpose)?
The "why" puts the task into context by describing the reason for performing the task. The "why" provides the mission's purpose—the reason the unit is to perform the task. It is extremely important to mission command and mission orders. For example: Not later than 220400 Aug 09, 1st Brigade secures ROUTE SOUTH DAKOTA in AREA OF OPERATIONS JACKRABBIT to enable the movement of humanitarian assistance materials.
Slide 31 lists the preparation and execution timelines for operation. Who is responsible for refining the preparation portion of the timeline?
The commander and COS (XO)
ADM products
The commander may elect to commence ADM activities before or in parallel with MDMP during receipt of the mission. If so, all products developed during the design process are key inputs into mission analysis. Therefore, gather those products and consider them during the analysis.
The initial commander's intent is a key output of mission analysis.
The commander's intent is also published in WARNORD number 2.
The approved evaluation criteria for COAs are
key outputs of mission analysis. The staff will use these evaluation criteria later in the MDMP. Evaluation criteria are developed during mission analysis to remove any bias from the future comparison of developed COAs. For now, understand that the evaluation criteria should be developed and committed to before commencing Step 3 of the MDMP. During mission analysis, evaluation criteria are developed to remove any bias from the future comparison of developed COA. The criteria must be developed and committed to before the next step of the MDMP.
Initial CCIRs and EEFIs are
key outputs of mission analysis. They are also published as coordinating instructions in WARNORD number 2. Remember that the CCIRs are broken into two subcategories: PIRs and FFIRs.
The second step of the Military Decision-making Process, or MDMP, is
mission analysis, which consists of five key inputs, 18 processes, and eight outputs. Key Inputs • Commander's initial Guidance Higher headquarters' plan or order Higher headquarters' intelligence and knowledge products • Knowledge products from other organizations • Army design methodology products
Commanders gather, analyze, and synthesize information to
orient themselves on the current conditions of the OE; better understand the situation and problem; and identify what the command must accomplish, when and where it must be done, and most importantly why—the purpose of the operation. Select each step of the process to learn more. 1. Analyze the Plan or Order 2. Perform Initial IPB 3. Determine Tasks 4. Review Assets and Shortfalls 5. Determine Constraints 6. Identify Facts and Assumptions 7. Begin Risk Assessment 8. Develop Initial CCIRs & EEFIS 9. Develop Information Collection Plan 10. Update Use of Available Time 11. Develop Initial Themes & Messages 12. Develop Problem Statement 13. Develop Mission Statement 14. Present Mission Analysis Brief 15. Develop/Issue Initial CDR's Intent 16. Develop/Issue Initial Planning Guidance 17. Develop COA Evaluation Criteria 18. Issue WARNORD
Proposed Problem Statement Example
How does 2/1 Armored Brigade Combat Team (ABCT) seize crossing sites along the Cottonwood River to support 18 Field Artillery (FA) Brigade fires when wooded and rolling terrain favor the enemy's defense and security operations. The terrain frequently constricts unit movement to platoon-sized mobility corridors. A hybrid threat enemy composed of fully-manned conventional forces with anti-tank systems and shoulder-fired surface-to-air missiles and an effective guerilla forces operates in territory familiar to them. Civilians are intimidated towards working with coalition forces. Enemy weapons threaten the ABCT's armored and limited aviation capabilities. 2/1 ABCT must not only seize crossings but also secure those crossings and 18 FA Brigade's units during fire missions. The ABCT must have no less than 85% combat power remaining and complete operations within 24 hours before the enemy can reinforce its security zone.
Analyze the Higher HQ PLAN or ORDER
If the commander misinterprets the higher headquarters' plan, time is wasted. Additionally, when analyzing the higher order, the commander and staff may identify difficulties and contradictions in the higher order. Therefore, commanders must seek immediate clarification if confused by the higher headquarters' order or guidance. Liaison officers familiar with the higher headquarters' plan can help clarify issues. Collaborative planning with the higher headquarters also facilitates this task. The staff use Requests for Information, or RFI, to clarify or obtain additional information from the higher headquarters.
Intelligence Products
In addition to the base OPORD, all relevant intelligence and knowledge products from the higher headquarters are key inputs of mission analysis. While the annexes, appendices, and tabs attached to higher headquarters' orders are important, check available databases, shared drives, and portals for relevant products that can inform your mission analysis. All relevant intelligence and knowledge products from the higher headquarters are key inputs into mission analysis.
Other Organization Products
Inform your mission analysis by integrating knowledge products from other organizations. These organizations can be other military services, government agencies, host nations or allied militaries, and any relevant organization to the operation. The products available to you vary by organization. Generally, any assessment or overview that increases your situational understanding of the OE will be invaluable as you continue mission analysis. Policies and procedures may also inform your analysis. When in doubt, contact your assigned agency representative; you should have contacts from Step 1, Receipt of Mission.
check on learning - Which of the following does 1LT Rock make sure is part of WARNORD #2?
Initial information collection plan
check on learning - "Which of the following is a key output of mission analysis?
Initial planning guidance Problem statement Assumptions
The commander issues planning guidance and approves the mission statement in the brief after slide 32. What does the staff immediately do?
Issues WARNORD #2
Now, let's explore the remaining process steps of mission analysis.
Mission Analysis Process Begin risk management. Develop initial CCIRs and EEFIs. Develop the initial information collection plan. Update plan for the use of available time. Develop initial themes and messages. Develop a proposed problem statement.
So far, you have learned about the first six steps of the Mission Analysis process. First, you saw how the commander and staff analyze the higher headquarters' plans or orders to ensure staff members fully understand the mission, intent, resources available, constraints and limitations, and specified, implied, and essential tasks. The staff performs initial IPB and identifies critical facts and assumptions.
Mission Analysis Process • Analyze the Higher Headquarters' Plan or Order. • Perform Initial IPB. • Determine specified, implied, and essential tasks. • Review available assets and identify resource shortfalls. • Determine constraints. • Identify critical facts and develop assumptions.
Slide 26 lists a constraint that "Ghost 6 is the approval authority to determine authorized official events." Is this a valid constraint?
No. Constraints are dictated by a higher command or based on resource limitations within the command.
Compare the essential task listed on slide 16 to the proposed mission statement on slide 29. Should the commander approve the mission statement?
No. The essential task is not listed in the mission statement. Therefore, either identify the correct essential task or modify the mission statement.
The commander and staff gather, analyze, and synthesize information to:
Orient to the current conditions of the operational environment (OE) Understand the situation and problem Identify what to accomplish, when and where it must be done, and the purpose of the operation
Slides 8-14 are the product of what process of mission analysis?
Perform initial IPB
Where will the operation occur (area of operations, objective, grid coordinates)?
For example: Not later than 220400 Aug 09, 1st Brigade secures ROUTE SOUTH DAKOTA in AREA OF OPERATIONS JACKRABBIT to enable the movement of humanitarian assistance materials.
b. Commanders Planning Guidance Worksheet. This template is filled out as discussed above and presented to the staff as detailed COA guidance. The document is outlined below.
(1) Mission Statement. (2) Commanders Intent (Purpose, Key Tasks, and Endstate). Endstate includes: Friendly, Enemy, and Terrain. (3) Visualization of the Battlefield (Battlefield Geometry/Operational Framework). Define the decisive point/event. (4) Initial CCIR (PI, FFIR, and EEFI). (5) Intelligence (ECOA, intent, vulnerabilities, strengths, terrain and weather considerations, HVT/HPT, targeting, and collection focus). (6) Reconnaissance Guidance. Recon (zone, area, route), Security (screen, guard, area), Tempo (rapid, deliberate / stealthy, forceful), Focus / Objective (enemy, terrain), Engagement/ Disengagement/Bypass Criteria, Sustainment (fires support, infill routes, exfill routes, QRF support, resupply, medevac, communications). (7) Movement and Maneuver. Task Organization, Minimum Required Force, Reserve, Control Measures, Terrain Management. (8) COA Guidance. Phasing, Branches, Sequels, Evaluation Criteria. (9) Aviation. Flight Times, Distances, Air Head Geometry, A2C2, Attack Aviation Coverage, Priority of Support. (10) SOF. Support, Integration. (11) Lethal Fires. Desired Effects, Attack Guidance, Positioning, Observer, Radar (zones/ azimuth of search), HPTL, FSCM (permissive / restrictive), Integration with Air, Enemy FA, Priorities, Allocation of DIV/Higher Assets, CAS, Specified Targets from Higher, Cyber.
Who will execute the operation (unit or organization)?
For example: Not later than 220400 Aug 09, 1st Brigade secures ROUTE SOUTH DAKOTA in AREA OF OPERATIONS JACKRABBIT to enable the movement of humanitarian assistance materials.
The commander's intent is a
clear and concise expression of the purpose of the operation and the desired military end state that supports mission command. It focuses the staff and helps subordinate and supporting commanders achieve the commander's desired results without further orders, even when the operation does not unfold as planned. The initial commander's intent describes the purpose of the operation, initial key tasks, and the desired end state. Each commander's intent nests within the higher commander's intent and are typically three to five sentences long. The commander's intent: Summarizes the commander's visualization. Links the mission, concept of operations, and tasks to subordinate units. Succinctly describes what constitutes success for the operation, including the: • Operation's purpose • Initial key tasks • Conditions that define the endstate
Commanders Planning Guidance Worksheet. This template is filled out as discussed above and presented to the staff as detailed COA guidance. The document is outlined below. Cont.
(12) Engagement. Information Operations, Media ROE, Themes / Messages, Embed Guidance, Combat Camera, OPSEC, PSYOPs, Civil Affairs, Interagency/KLE Guidance. (13) Protection. Engineer (priority of effort / support, mobility vs counter mobility vs survivability, breaching guidance, obstacle intent, route clearance), CBRN (priority of effort/support, MOPP guidance, recon / detection, decon), and Military Police (detainee operations, convoy/CP security). (14) Air Defense. Priority of Effort/Support, WCS/Engagement Criteria, Positioning Guidance. (15) Sustainment. Priority of Effort/Support, LOGPAC, Convoys, Classes of Supply, CASEVAC, Functions (fiax, fuel, arm, man, move, sustain), Critical Sustainment Items / Pacing. (16) Mission Command. Communication Guidance (NETs/retrans), Transition Plan (analog/ digital), PACE, Placement, A2C2, UAS Communication Relay, TOC/TAC/MCG locations, Knowledge Management, Timeline Guidance (planning/operational). (17) Risk. Risk to Force / Mission, Fratricide Prevention, and ROE. (18) Rehearsal Guidance. (19) Other.
Here is another example with two essential tasks and two sentences in length.
1-509th Parachute Infantry Regiment (who) seizes (what/task) JACKSON INTERNATIONAL AIRPORT (where) not later than D-day, H+3 (when) to allow follow-on forces to air-land into AREA OF OPERATIONS SPARTAN (why/purpose). On order (when), secures (what/task) OBJECTIVE GOLD (where) to prevent the 2nd Pandor Guards Brigade from crossing the BLUE RIVER and disrupting operations in AREA OF OPERATIONS SPARTAN (why/purpose).
Entire Mission Analysis Process
1. Analyze the Higher Headquarters' Plan or Order. 2. Perform Initial IPB. 3. Determine specified, implied, and essential tasks. 4. Review available assets and identify resource shortfalls. 5. Determine constraints. 6. Identify critical facts and develop assumptions. 7. Begin risk management. 8. Develop initial CCIRs and EEFIs. 9. Develop the initial information collection plan. 10. Update plan for the use of available time. 11. Develop initial themes and messages. 12. Develop a proposed problem statement. 13. Develop a proposed mission statement. 14. Present the mission analysis briefing. 15. Develop and issue the initial commander's intent. 16. Develop and issue initial planning guidance. 17. Develop COA evaluation criteria. 18. Issue a warning order.
Mission Analysis Process
13. Develop a proposed mission statement. 14. Present the mission analysis briefing. 15. Develop and issue the initial commander's intent. 16. Develop and issue initial planning guidance. 17. Develop COA evaluation criteria. 18. Issue a warning order.
A PIR is
A PIR is an intelligence requirement, stated as a priority for intelligence support, that the commander and staff need to understand the adversary or the operational environment. For example, "Will the enemy defend OBJ James using a forward slop defense?
Essential task
A specified or implied task that must be executed to accomplish the mission. Can be specified or implied. Can be more than one. It is always included in the unit's mission statement. Must be executed to accomplish the mission.
Specified task
A task specifically assigned to a unit by its higher headquarters. Found in paragraphs 2 and 3 of the higher headquarters' order. Some are found in paragraphs 4 and 5 of the higher headquarters' order. In addition, it may be listed in annexes. It may also be assigned verbally during collaborative planning or in directives from higher headquarters.
Implied task
A task that must be performed in order to accomplish a specified task or mission but is not stated in the higher headquarters' order. It is derived from a detailed analysis of the higher headquarters' order. Analysis of doctrinal requirements for specified tasks may disclose implied tasks.
The operations and intelligence staff's IPB products are key mission analysis outputs.
Additionally, the staff updates their running estimates, which are also key outputs of mission analysis. These products are generally updated as part of the preparation for the mission analysis briefing.
higher headquarters' order
Although the higher headquarters' order was received during the first step of MDMP, the order will be analyzed later during mission analysis. That makes the entire Operations Order, or OPORD, a key input.
The commander and staff examine any additions and deletions to the current task organization, command and support relationships, status, and all units' current capabilities and limitations. The commander and staff consider relationships between specified, implied, and essential tasks and available assets. Staff then determine if they have the assets needed to accomplish all tasks. If they require additional resources for mission success, they inform higher headquarters of any deficiencies.
Analyze for: • Additions to task organization • Deletions from task organization • Command and support relations • Current capabilities and limitations • Capabilities of other civilian and military organizations • Tasks and assets Remember: Requirements - Assets = Shortfalls
check on learning - CPT Neumann assists 1LT Rock, the assistant S1, in identifying the key inputs for mission analysis. What are the key inputs CPT Neumann should make sure Lieutenant Rock obtains?
Commander's initial guidance ADM products Higher headquarters' plan or order
CHECK ON LEARNING - A new Assistant S-3 approaches CPT Neumann. He is unsure if he has everything needed for the mission analysis brief. Which of the following does CPT Neumann make sure the Assistant S-3 has as part of the mission analysis brief?
Constraints Pertinent facts and assumptions Proposed evaluation criteria
An assumption is
assumed to be true in the absence of proof and is logical and realistic. It is a supposition on the current situation or a presupposition on the future course of events. Assumptions on the current situation or the future course of events are necessary to enable the commander to complete an estimate of the situation and decide on the COA. Too many assumptions result in a higher probability the plan may be invalid. Beware! An unstated assumption may prove more dangerous than a stated assumption that is proven wrong. Example assumption: An ally will allow access to airfields/ports and provide the Host Nation Support at the onset of conflict with an adversary.
A constraint is a restriction placed on the command by a higher command. A constraint dictates an action or inaction, thus restricting the freedom of action of a subordinate commander. Constraints are found in paragraph 3 of the OPORD. Annexes to the order may also include constraints. Constraints may be issued verbally, in a WARNORD or policy memoranda. Constraints may also be based on resource limitations within the command. In this example is a portion of Annex D (FIRES). The highlighted sentence is a constraint. The higher command restricted the use of munitions that cause a significant amount of collateral damage to religious structures, monuments, and other protected targets. This restricts the freedom of action of all subordinate commanders related to the types and employment of munitions during the operation.
Constraints: • Are a restriction placed on the command by a higher command. • Dictate an action or inaction. • Are found in paragraph 3 of the OPORD and maybe within Annexes. • May be issued verbally or based on resource limitations with the command (i.e., organic fuel transport capacity or physical characteristics of the operational environment, such as the number of vehicles that can cross a bridge in a specified time).
check on learning - CPT Neumann needs help constructing a proposed mission statement. Help him by selecting each portion of the statement and the corresponding location for the information, then select Submit.
Correct. According to FM 6-0, par. 9-65, you use the who, what, when, where, and why elements to construct the proposed mission statement: C Company (who), assaults at 190400 (L) OCT 03 (when), to seize OBJECTIVE HOGAN (what - task), ND52504205 (Craig Hill) (where), in order to establish a foothold for the battalion main effort on OBJ BOB (why - purpose).
Frame an operational environment
Current state What is going on? Understand the current conditions of an operational environment. Desired end state What should the environment look like? Visualize desired conditions of an operational environment, Frame the problem What are the obstacles impeding progress toward the desired end state? Develop an operational approach What broad general actions will resolve the problem? Develop the plan Using the military decisionmaking process. Continuous assessment and reframing as required
Step 2: Describe the Battlefield's Effects
Describe battlefield's effects on enemy, friendly and neutral units—Modified Combined Obstacle Overlay (MCOO) Analyze battlefield terrain for: O - Obstacles A - Avenues of Approach (AA) K - Key Terrain O - Observation Fields of Fire C - Cover and Concealment — Civilian Considerations Identify mobility corridors and unrestricted, restricted, severely restricted terrain Weather/light (wind, temperature, humidity, visibility, etc.) Effects on environment (ground /river /bridge) Effects on weapon systems (friendly and enemy)
Step 4: Determine Threat COAs
Determine all feasible Enemy Courses of Action (ECOAs) — (Develop ECOA sketch and statements and combine with HVTs from step 3) Identify the threat's likely objectives and desired end state Develop a variety of ECOAs in the amount of detail that time allows Place enemy on MCOO to determine possible enemy formations/locations/ actions Mentally wargame the enemy actions and record —ECOA Evaluate each ECOA and identify: Strengths, weaknesses, decisive points, the center of gravity, culmination points, key terrain — SITEMP &/or Sit Matrix) Initial collection requirements — (Collection Plan) And plot potential NAIs (indicators of a COA) on each SITEMP/Overlay —(Event Template/Matrix)
Although the higher headquarters did not issue an order, slide 16 lists various specified tasks. Where could these specified tasks be derived?
Directives from the higher commander
The Army's five-step risk management process is integrated into MDMP.
During mission analysis, the commander and staff focus on the first two steps: identifying and assessing hazards. The operations officer integrates risk management into the MDMP. All staff sections integrate risk management for hazards within their functional areas.
Slide 27 lists proposed PIRs and FFIRs. Besides these two information requirements, what other item should have been nominated by the staff?
EEFIs
Step 3: Evaluate the Threat
Evaluate the threat (learn about the threat capabilities) Learn and estimate the enemy: Doctrine and tactics Task organization and order of battle Begin target value analysis — (Draft identified High Value Targets [HVTs])
check on learning - Select the term and then select its corresponding definition. When finished, select Submit.
Fact - A statement of truth or a statement thought to be true at the time. Assumption - It is a supposition on the current situation or a presupposition on the future course of events. Constraint - It is a restriction placed on the command by a higher command. Specified Task - A task specifically assigned to a unit by its higher headquarters. Essential Task - A specified or implied task that must be executed to accomplish the mission.
You have learned the last six of the 18 steps of the mission analysis process. Through these final steps of development, presentation, and issuance, the commander and staff strive to understand the missions of subordinate and supporting units to the plan, including the missions or goals of others that work in the operational areas.
First, the staff develops a proposed mission statement and presents the mission analysis briefing. Next, they begin the development of evaluation criteria, a key input that prepares them to develop and compare COAs later in the MDMP. Finally, with the commander's guidance, the staff complete the mission analysis process by issuing WARN ORD number 2.
What is the unit's essential task (tactical mission task)? The "what" is a task and is expressed in terms of action verbs. These tasks are measurable and can be grouped as "actions by friendly forces" or "effects on enemy forces."
For example: Not later than 220400 Aug 09, 1st Brigade secures ROUTE SOUTH DAKOTA in AREA OF OPERATIONS JACKRABBIT to enable the movement of humanitarian assistance materials.
When will the operation begin (by time or event), or what is the duration of the operation?
For example: Not later than 220400 Aug 09, 1st Brigade secures ROUTE SOUTH DAKOTA in AREA OF OPERATIONS JACKRABBIT to enable the movement of humanitarian assistance materials.
CDR's Initial Guidance
The outputs from Step 1, Receipt of Mission, are the initial time allocation and the commander's initial guidance. These are key outputs placed in the WARNORD number 1. This example of a commander's initial guidance contains initial time allocations and a decision to initiate ADM, or go straight into the MDMP. How to abbreviate the MDMP if required Necessary coordination to exchange liaison officers It has authorized movements and the initiation of information collection Collaborative planning times and locations Initial information requirements and additional staff tasks Initial Time Allocations Publish OPORD NLT 211600LOCT2024. See the XO for detailed planning timeline. We will give units 2/3 of the available planning time. Design/MDMP Do not initiate design. Conduct MDMP to standard. Abbreviated MDMP No abbreviated form of MDMP will be utilized for this mission. Liaison Coordination 4-6 in will assign a LNO to the BDE tac for remainder of phase III. Authorized Movements Authorized movements conducted in AO on coordination with 3rd/344 MECH IOT conduct passage of lines To OBJ Lima. Recon Utilize CAV TRP assets for forward reconnaissance prior to movement. Planning Times/Location Battle update briefs (BUB) daily at 1600, shift change briefs 15 min prior to shift change. Initial Information Requirements Terrain, local infrastructure, disposition of enemy forces, sentiment of local populace. Staff Tasks Conduct military deception, civil affairs, airspace control, information protection, and install, operate, and maintain the network.
All remaining pertinent assumptions become key outputs of mission analysis.
The staff must submit RFIs or otherwise conduct their own research to turn each critical assumption into a fact. Critical assumptions are those required for further planning. The staff turns those assumptions into facts by confirming or denying the assumption. See the example log sheet for sample requests for information. Not all RFIs are to validate an assumption. However, all critical assumptions should be associated with an RFI to validate that assumption.
The S-4 listed the assumption "Camp DelaCruz will supply organic ambulance as needed" on slide 23. This supposition is assumed to be
True in the absence of positive proof.
The executive officer or operations officer prepares
a proposed mission statement for the unit based on the mission analysis. During the mission analysis brief, the commander normally receives and approves the unit's mission statement. A mission statement is a short sentence or paragraph that describes the organization's essential task (or tasks), purpose, and action containing the elements of who, what, when, where, and why. A mission statement's "who," "where," and "when" are straightforward. However, the "what" and "why" are more challenging to write and can confuse subordinates if not stated clearly.
An EEFI establishes
an element of information to protect rather than one to collect. EEFIs identify those elements of friendly force information that, if compromised, would jeopardize mission success. For example, unit identification of inbound troops.
Slide 20 lists the following as a fact: "Push all FPO issues through S2 or Mr. Colin Davis @ +63 956-938-3068, 808-369-5587, [email protected] or [email protected]." This is incorrect. This is likely
an implied task
Gaining and maintaining the trust of key actors is
an important aspect of operations. Faced with the many different actors (individuals, organizations, and the public) connected with the operation, commanders identify and engage those actors who matter to operational success. These actors' behaviors can help solve or complicate the friendly forces' challenges as commanders strive to accomplish missions. Themes and messages support operations and military actions. Commanders and their units coordinate what they do, say, and portray through themes and messages. Theme A unifying or dominant idea or image that expresses the purpose for military action. Themes tie to objectives, lines of effort, and end state conditions. They are overarching and apply to public affairs capabilities, military information support operations, and Soldier and leader engagements. Message A verbal, written, or electronic communication that supports a theme focused on a specific actor or the public and in support of a specific action (task).
A Commander's Critical Information Requirement, or CCIR, is
an information requirement identified by the commander as being critical to facilitating timely decision-making. The two key elements are Friendly Force Information Requirements, or FFIR, and Priority Intelligence Requirements, or PIR. A CCIR directly influences decision-making and facilitates the successful execution of military operations. Typically, commanders identify ten or fewer CCIRs; minimizing the number of CCIRs assists in prioritizing the allocation of limited resources. A CCIR is: Specified by a commander for a specific operation. Applicable only to the commander who specifies it. Situation dependent-directly linked to a current or future mission. Time-sensitive. Note that Essential Elements of Friendly Information, or EEFIs, are not CCIRs.
The initial information collection plan is crucial to
answering information requirements such as intelligence, surveillance, and reconnaissance operations. This plan may be issued as part of a WARNORD, a Fragmentary Order, or FRAGORD, or an OPORD. As more information becomes available, it is incorporated into an information collection plan, Annex L in the OPORD. The intelligence staff creates the requirements-management tools for the information collection plan. The operations staff is responsible for the information collection plan. During this step, the operations and intelligence staff work closely to ensure they fully synchronize and integrate information collection activities into the overall plan.
The Intelligence Preparation of the Battlefield, or IPB, process
consists of four steps: define the OE, describe environmental effects on operations, evaluate the threat, and determine the threat Course of Action, or COA. Although there are four steps to the IPB process, it is important to note that IPB is a continuous process. Continuous analysis and assessment are necessary to maintain a situational understanding of an OE in constant flux. While this process is led by the staff's intelligence officer, S2, all staff participate. Step 1: Define the Battlefield Environment "></div> Describe battlefield's effects on enemy, friendly and neutral units—Modified Combined Obstacle Overlay (MCOO) Analyze battlefield terrain for: O - Obstacles A - Avenues of Approach (AA) K - Key Terrain O - Observation Fields of Fire C - Cover and Concealment — Civilian Considerations Identify mobility corridors and unrestricted, restricted, severely restricted terrain Weather/light (wind, temperature, humidity, visibility, etc.) Effects on environment (ground /river /bridge) Effects on weapon systems (friendly and enemy)
The staff analyzes the higher headquarters' order and the higher commander's guidance to
determine their specified and implied tasks In the context of operations, a task is a clearly defined and measurable activity accomplished by Soldiers, units, and organizations that may support or be supported by other tasks. The "what" of a mission statement is always a task. The staff determines essential tasks for inclusion in the recommended mission statement from the list of specified and implied tasks. A task is a clearly defined and measurable activity accomplished by Soldiers, units, and organizations that may support or be supported by other tasks.
Plans and orders are based on
facts and assumptions. Commanders and staffs gather facts and develop assumptions as they build their plan.
You have learned process steps 7 through 12 of mission analysis. First, the commander and staff
identify and assess risks arising from operational factors and gaps in information required for further planning and decision-making. They develop the initial collection plan to begin or adjust the information collection necessary for effective plans. Then, as more information becomes available, the commander and staff refine their initial plan for the use of available time and develop initial themes and messages to coordinate what they do, say, and portray to express military action. Commanders then identify the right problem to solve and describe it clearly in a problem statement.
A FFIR is
information the commander and staff need to understand the status of friendly force and supporting capabilities. For example, when our vehicles fall to 75% operational. Lastly, according to par. 9-51,
A problem is an
issue or obstacle that makes it difficult to achieve a desired goal or objective. The problem statement describes the primary issue or issues that may impede commanders from achieving their desired end states. How the problem is formulated leads to particular solutions. Therefore, commanders must dedicate the time to identify the right problem to solve and describe it clearly in a problem statement. As part of the discussion to help identify and understand the problem, the staff compares the current situation to the desired end state and brainstorms and lists issues that impede the commander from achieving the desired end state. Based on this analysis, the staff develops a proposed problem statement—a statement of the problem or set of problems to be solved—for the commander's approval. The problem statement is usually generated during ADM activities. If ADM was not initiated, the staff would develop the problem statement during mission analysis.
The mission analysis briefing informs the commander of the results of the staff's analysis of the situation. In addition,
it helps the commander understand, visualize, and describe the operation. Throughout the mission analysis briefing, the commander, staff, and other partners discuss the various facts and assumptions about the situation. Staff officers summarize their running estimates from their specific functional area, the impact of their findings, or how other areas impact them. This information helps the commander and staff focus on the interrelationships among the mission variables and develop a deeper understanding of the situation. The commander issues guidance to the staff for continued planning based on situational understanding gained from the mission analysis briefing. Time permitting, the staff briefs the commander on its mission analysis using the following outline. The mission analysis briefing: • Informs the commander of the results of the staff's analysis. • Helps the commander understand, visualize, and describe the operation. • Provides discussion of the various facts, assumptions, and impacts of findings. • Provides commander guidance to the staff for continued planning.
The approved mission statement is a
key output of mission analysis and is published in WARNORD number 2. The commander will approve or modify the mission statement during the mission analysis brief. Select and read the proposed mission statement. If you were the commander, would you approve of this mission statement? Look for the five components of a mission statement as you do your analysis. The five elements of a mission statement answer these questions: • Who will execute the operation (unit or organization)? • What is the unit's essential task (tactical mission task)? • When will the operation begin (by time or event), or what is the duration of the operation? • Where will the operation occur (area of operations, objective, grid coordinates)? • Why will the force conduct the operations (for what purpose)?
The initial planning guidance is a
key output of mission analysis. The commander usually issues this guidance at the end of the mission analysis. Often, this guidance is completed by the commander on a worksheet or in a personal notebook and then issued verbally to the staff. Therefore, the staff must comply with the initial planning guidance throughout the rest of the MDMP.
The approved problem statement is a
key output of mission analysis. This statement describes the primary obstacles impeding progress toward the desired end state. In other words, the problem statement describes what will prevent mission accomplishment. Correctly framing the problem assists the staff in developing COAs that attempt to solve the stated problem.
For Step 2, Mission Analysis,
key outputs include the following: problem statement, mission statement, initial commander's intent, initial planning guidance, initial CCIRs and EEFIs, updated IPB and running estimates, assumptions, and evaluation criteria for COAs.
As information becomes available, the commander and staff
refine their initial plan for the use of available time. First, they compare the time needed to accomplish tasks to the higher headquarters' timeline. Then, they compare the timeline to the assumed enemy timeline under anticipated conditions. Next, they determine windows of opportunity, when the unit will be at risk, and when action may be required for the local civilian population. Lastly, the commander and executive officer refine the staff planning timeline with times for updated briefings, planning sessions, and rehearsals. The refined timeline includes the following: Subject, time, and location of briefings the commander requires. Times of collaborative planning sessions and the medium over which they will occur. Times, locations, and forms of rehearsals. The commander and Chief of Staff (COS) executive officer (XO) also refine the staff planning timeline. As a rule, commanders allocate a minimum of two-thirds of available time for subordinate units to conduct their planning and preparation. 0600 1/3 for Battalion MDMP Complete 1400 2/3 for Companies 0600 1400 1/3 for Company A TLPS Complete 1800 2/3 for Platoons 0600 1800 1/3 for 1st Platoon TLPS Complete 2400 2/3 for Squads 0600
A constraint is a
restriction placed on the command by a higher command. It dictates an action or inaction. It can be found in paragraph 3 of OPORD or maybe within the Annexes. Constraints may be issued verbally or based on resource limitations.
Evaluation criteria are
standards the commander and staff will later use to measure one COA's relative effectiveness and efficiency relative to other COAs. Developing these criteria during mission analysis helps to eliminate a source of bias before COA analysis and comparison. Evaluation criteria address factors that affect success and those that can cause failure. The commander and staff will later use evaluation criteria to measure the effectiveness and efficiency of each COA compared to other COAs.
Facts are
statements of truth or true at the time of analysis. Facts concerning the operational and mission variables serve as the basis for developing situational understanding. Facts are useful for continued planning and assessing progress during preparation and execution. Example: The U.S. maintains a status of forces agreement with X country.
Whether you have participated in mission analysis or not in your career, understand that this step in the Military Decision-making Process (MDMP) is
the most important; no amount of subsequent planning can solve an insufficiently understood problem. Understanding the situation and the problem allows commanders to visualize and describe how the operation may unfold in their initial Commander's (CDR's) intent and planning guidance. During mission analysis, the commander and staff perform the process actions and produce the outputs commonly contained in a mission analysis brief. The commander and staff also begin the development of evaluation criteria used later in the MDMP during this step.
Immediately after the commander gives the planning guidance,
the staff sends subordinate and supporting units a WARNORD. It contains all elements listed on the screen. Remember, this is WARNORD number 2. The first WARNORD was issued during receipt of mission. This order contains significantly more information and is more informed by the results of mission analysis. The WARNORD #2 contains: • Approved mission statement • Commander's intent • Changes to task organization • Unit Area Operations sketch, overlay, or other description • CCIRs and EEFIs • Risk guidance • Priorities by warfighting functions • Military deception guidance • Essential stability tasks • Initial information collection plan • Specific priorities • Updated operational timeline • Movements
Commanders provide planning guidance along with their initial intent. Planning guidance:
• Conveys the commander's visualization. • Outlines an operational approach to produce conditions that define the desired endstate. • Outlines specific COAs the commander wants the staff to view. • Rules out any COAs the commander will not accept.
The mission analysis briefing:
• Informs the commander of the results of the staff's analysis. • Helps the commander understand, visualize, and describe the operation. • Provides discussion of the various facts, assumptions, and impacts of findings. • Provides commander guidance to the staff for continued planning.
Time permitting, the briefing uses the following outline:
• Mission and commander's intent of the headquarters two echelons up. • Mission, commander's intent, and concept of operations of the headquarters one echelon up. • A proposed problem statement. • A proposed mission statement. • Review of the commander's initial guidance. • Initial IPB products, including civil considerations that impact the conduct of operations. • Specified, implied, and essential tasks. • Pertinent facts and assumptions. • Constraints. • Forces available and resource shortfalls. • Initial risk assessment. • Proposed themes and messages. • Proposed CCIRs and EEFIs. Initial information collection plan. Recommended timeline. • Recommended collaborative planning sessions. • Proposed evaluation criteria.
Themes and Messages Example
• Theme 1: Security and Coalition Forces Presence • Message 1: U.S. forces are here at the request of the Atropian government to assist in protecting Atropia from unlawful Aranian hostilities. • Message 2: Stay in your homes. Coalition Forces (CF) are conducting security operations for the protection of Atropian citizens. • Message 3: Follow security force instructions as they work to ensure a secure environment for local citizens. • Message 4: U.S. forces will make all possible efforts to avoid collateral damage and disruption of Atropian citizens' daily lives. • Theme 2: Atropian Legitimacy • Message 1: The Atropian government is the legitimate government and serves the needs of all Atropians. • Message 2: The Atropian government works to serve the needs of its citizens affected by Aranian aggression. • Theme 3: NEO Operations • Message 1: American Citizens, for your safety, please evacuate immediately to the Hotel Dara Lam across from the U.S. Consulate.
