Docsity
Docsity
Prepare for your exams
Prepare for your exams

Study with the several resources on Docsity

Earn points to download
Earn points to download

Earn points by helping other students or get them with a premium plan

Guidelines and tips
Guidelines and tips
Sell on Docsity
Sell on Docsity
Docsity AI
Docsity AI
Log inSign up

Prepare for your exams

Study with the several resources on Docsity

Find documents

Prepare for your exams with the study notes shared by other students like you on Docsity

Search for your university

Find the specific documents for your university's exams

Docsity AINEW

Summarize your documents, ask them questions, convert them into quizzes and concept maps

Explore questions

Clear up your doubts by reading the answers to questions asked by your fellow students

Earn points to download

Earn points by helping other students or get them with a premium plan

Share documents
download point icon20 Points

For each uploaded document

Answer questions
download point icon5 Points

For each given answer (max 1 per day)

All the ways to get free points
Get points immediately

Choose a premium plan with all the points you need

Study Opportunities

Choose your next study program

Get in touch with the best universities in the world. Search through thousands of universities and official partners

Community

Ask the community

Ask the community for help and clear up your study doubts

Free resources

Our save-the-student-ebooks!

Download our free guides on studying techniques, anxiety management strategies, and thesis advice from Docsity tutors

Chapter 3 MILITARY DECISION-MAKING PROCESS (MDMP), Slides of Decision Making

Stanford UniversityDecision Making

MDMP helps the commander and staff examine a battlefield situation and reach logical decisions. The commander can decide to use the complete or abbreviated ...

Typology: Slides

2022/2023

Uploaded on 03/01/2023

ekachakra
ekachakra 🇺🇸

4.6

(33)

268 documents

1 / 10

Toggle sidebar

This page cannot be seen from the preview

Don't miss anything!

bg1
FM 34-8-2
3-1
Chapter 3
MILITARY DECISION-MAKING PROCESS (MDMP)
MDMP in General
FM 101-5 is the doctrinal source.
The MDMP is a single, established, and
proven analytical technique.
The commander must follow the one-
third/two-thirds planning rule.
MDMP helps the commander and staff
examine a battlefield situation and
reach logical decisions.
The commander can decide to use the
complete or abbreviated version.
Staffs should train on both the complete
and abbreviated versions.
Incomplete execution of the MDMP is a
recurring deficiency at the CTCs.
Intelligence in the MDMP
MDMP is based on continuous IPB,
especially initial IPB during mission
analysis.
The commander drives intelligence;
IPB is an integrated staff function
driven by the commander.
Train your section to conduct IPB so
you can coordinate closely with other
staff and BOS representatives.
You must understand how all the BOS
operate and how to integrate
intelligence during planning, especially
within the targeting process IAW
FM 6-20-10.
"Push" the staff to develop a robust and
integrated R&S plan.
Staff Estimates
FM 101-5 provides a generic staff
estimate.
The generic staff estimate is the base
for the commander's operations,
personnel, intelligence, logistics, CMO,
communications, and special staff
estimates.
These staff estimates are designed to
form, analyze, compare, and
recommend friendly COAs.
Staff estimates are continuous, must
not be overly time consuming, and do
not have to be a written product (time
dependent).
The wargame results and staff
estimates help the staff compare
COAs.
The Intelligence Estimate
The purpose, scope, and content of the
intelligence estimate changed with draft
of FM 101-5.
The old intelligence estimate was a
text-based product derived from IPB
that focused on ECOAs, capabilities,
strengths, and vulnerabilities.
This old intelligence estimate is
functionally replaced by IPB products.
A standard staff estimate prepared by
the G2/S2 is the new intelligence
estimate—it is radically different.
The new intelligence estimate focuses
on the G2/S2's ability to support
friendly COAs and is used to compare
and approve friendly COAs.
pf3
pf4
pf5
pf8
pf9
pfa

Partial preview of the text

Download Chapter 3 MILITARY DECISION-MAKING PROCESS (MDMP) and more Slides Decision Making in PDF only on Docsity!

Chapter 3

MILITARY DECISION-MAKING PROCESS (MDMP)

MDMP in General FM 101-5 is the doctrinal source. The MDMP is a single, established, and proven analytical technique. The commander must follow the one- third/two-thirds planning rule. MDMP helps the commander and staff examine a battlefield situation and reach logical decisions. The commander can decide to use the complete or abbreviated version. Staffs should train on both the complete and abbreviated versions. Incomplete execution of the MDMP is a recurring deficiency at the CTCs.

Intelligence in the MDMP MDMP is based on continuous IPB, especially initial IPB during mission analysis. The commander drives intelligence; IPB is an integrated staff function driven by the commander. Train your section to conduct IPB so you can coordinate closely with other staff and BOS representatives. You must understand how all the BOS operate and how to integrate intelligence during planning, especially within the targeting process IAW FM 6-20-10. "Push" the staff to develop a robust and integrated R&S plan.

Staff Estimates

FM 101-5 provides a generic staff estimate. The generic staff estimate is the base for the commander's operations, personnel, intelligence, logistics, CMO, communications, and special staff estimates. These staff estimates are designed to form, analyze, compare, and recommend friendly COAs. Staff estimates are continuous, must not be overly time consuming, and do not have to be a written product (time dependent). The wargame results and staff estimates help the staff compare COAs.

The Intelligence Estimate The purpose, scope, and content of the intelligence estimate changed with draft of FM 101-5. The old intelligence estimate was a text-based product derived from IPB that focused on ECOAs, capabilities, strengths, and vulnerabilities. This old intelligence estimate is functionally replaced by IPB products. A standard staff estimate prepared by the G2/S2 is the new intelligence estimate—it is radically different. The new intelligence estimate focuses on the G2/S2's ability to support friendly COAs and is used to compare and approve friendly COAs.

Step 1: Receipt of Mission The mission comes from higher headquarters or is derived from an ongoing mission. On receipt of a new mission, the G3/S issues a WARNO to the staff. The staff immediately prepares for mission analysis (SOP preparation). Immediately the commander and staff do a quick initial assessment with emphasis on an initial allocation of available time. The commander issues his initial guidance, and the G3/S3 issues a WARNO to subordinate units.

Intelligence in Step 1 Collaborate with your higher G2/S before and during receipt of mission to facilitate the initial IPB. As part of the initial assessment, look for gaps in your intelligence database and products. Proactively request/prepare terrain products, weather, light, and climatology data; update the MCOO and doctrinal templates; maintain the enemy situation. Focus on the initial time allocation (complete or full MDMP), R&S guidance, and any additional tasks or focus from the commander's initial guidance. Establish/verify an IHL.

Step 2: Mission Analysis

  1. Analyze the higher HQ order. (If confused by or you disagree with it, seek immediate clarification or resolution.)
  2. Conduct initial IPB.
  3. Determine specified, implied, and essential tasks. (It is important to understand specific requirements for each task.)
  4. Determine the AI.
  5. Review available assets. (The staff must identify additional resources needed to ensure the mission's success.)
  6. Determine constraints (normally found in the scheme of maneuver, concept of the operation, and coordinating instructions).
  7. Identify critical facts and assumptions. (List all appropriate assumptions from higher; state relevant conditions over which the commander has no control.)
  8. Conduct risk assessment.
  9. Determine initial CCIR. (Limit to 10 or less.)

Intelligence in Step 2 Intelligence and intelligence-related products: | AI. | Initial PIR (from the commander.) | Initial OPSEC vulnerabilities and EEFI. ***** | MCOO and terrain as described by OCOKA and its effects. | Assumptions (include enemy mission, objectives, threat BOS activities). | Other elements of the battlefield. | Situation templates (unrefined). | Event templates and matrices (unrefined). | Center/centers of gravity. | HVTs. | The IPB portion of the mission analysis brief and associated graphics (OB, weaknesses and peculiarities, activities and capabilities, and COAs). | Collection plan (initial, G2 only).

  1. Prepare COA statements and sketches. The G3/S3 uses appropriate media to clearly portray how unit will accomplish the mission (e.g., scheme of maneuver).

Key on threat vulnerabilities. Your input is critical in analyzing relative combat power. Do not forget to support deception planning (when appropriate).

Step 4: COA Analysis (Wargme)

  1. Gather the tools.
  2. List all friendly forces.
  3. List known assumptions.
  4. List known critical events and DPs; include an HVTL list.
  5. Determine evaluation criteria.
  6. Select the wargame method.
  7. Select a method to record and display results.
  8. Wargame the battle and assess results. The wargame is a critical and disciplined process used to visualize the flow of battle. The commander selects the order of comparison of threat to friendly COAs. The staff must evaluate the need for branches and sequels. When technically possible, the staff should capture as much of the wargame on ATCCS as possible; otherwise, use a wargame worksheet or ISM. These wargame results are key to developing DSTs and BOS synch matrix. Use the action, reaction, counteraction method (consider at a minimum maneuver, FS, mobility, counter- mobility, survivability, and IEW). The staff should track force ratios throughout the wargame.

Intelligence in Step 4 Intelligence and intelligence-related products: | PIR with LTIOV (refined). | HPTs. | Confirmation of the enemy center/ centers of gravity. | Situation templates (final). | Some force protection issues (e.g., NBC vulnerabilities). | EWTL (refined). ***** You wear both a "red" and "blue" hat in wargaming. As the enemy commander you project enemy actions or reactions, develop DPs, and project enemy losses. During the wargame you must address all relevant enemy BOS capabilities. As the friendly G2/S2, you identify IR and NAIs; refine the situation template; and participate in the targeting conference. Ensure the G3/S3 honestly portrays friendly capabilities during the wargame. ***** Work with entire staff to ensure friendly COAs take advantage of environment and threat situation. Ensure HPTs, AGMs, and TSS support the operation. ***** The AGM is approved by the commander and addresses which targets will be attacked, how, when, and the desired effects. TSS are criteria used in deciding whether to pass information as a target nomination.

The MI Bn/DS MI Co commander and collection manager are important players at the wargame.

Step 5: COA Comparison Used to identify COA that has highest probability of success. Staff may use any technique; the decision matrix is the most common. Staff gets its criteria from the commander (e.g., the principles of war or tenets of Army operations).

Intelligence in Step 5 Intelligence product: | Intelligence estimate (final). Ensure you play a key role during this step.

Step 6: COA Approval

If the commander modifies a proposed COA or gives the staff a new COA, staff must wargame that COA.

Intelligence in Step 6 Intelligence and intelligence-related products: | PIR with LTIOV (approved). | DST (an integrated staff product). | BOS synch matrix. ***** | ISM. | Event templates and matrices (final). | The R&S plan (final). ***** | Collection plan (refined, G2 only). Start the subsequent steps of CM and intelligence synchronization (FM 34-2) (i.e., development of new SII, SIR, and SOR). If the commander designates you to perform BDA to support one of his decisions, you must thoroughly plan the BDA support and tie that plan into the collection plan.

Step 7: Orders Production Based on the commander's decision and final guidance.

Intelligence in Step 7 Intelligence and intelligence-related products: | OPORD or OPLAN Annexes B (Intelligence), L (R&S), P (C W)^2 ***** , Q (OPSEC) ***** , S (Deception) ***** , and T (EW). *****

***** The G2 participates in developing the products but is not the proponent.

MISSION ANALYSIS:

ISSUE: The commander and staff must be able to rapidly conduct the

mission analysis to determine the restated mission.

DISCUSSION: When using the deliberate or abbreviated technique, the

staff conducts a detailed mission analysis to develop the restated mission.

As previously stated, resorting to a mental process in lieu of a detailed

restated mission is acceptable; however, this should be the exception rather

than the norm. The staff may be forced to brief their initial estimates orally,

without the use of charts or viewgraphs. Conduct as formal a mission

analysis as time allows. During the mission analysis, there are no major

differences between the three techniques. There are no techniques that will

significantly reduce the amount of time required to conduct the mission

analysis. Anticipation, prior preparation, and experience by the staff are the

keys to a timely mission analysis process.

TECHNIQUES:

Commander must get personally involved by supervising and managing

the mission analysis process.

In extreme situations, the staff must be prepared to brief the commander

without the use of visual aids.

COA DEVELOPMENT:

ISSUE: When time is severely limited, providing the commander's guidance

after the mission analysis may not be the most appropriate time.

DISCUSSION: Instead, the commander may decide to immediately begin

personally developing one COA with input from selected staff officers. There

is probably not time to seek input from every staff officer, so the commander

must determine relevant and critical staff officers (e.g., S2, F3, FSO, XO).

This team may vary depending on the type of mission. For example:

In the defense include staff engineer.

During SASO include CA, PAO, SJA, PSYOP.

In other situations, include subordinate commanders because of their

experience.

This team must then quickly develop a flexible COA to accomplish the

mission. The key to success, when using the accelerated technique, is to

rapidly develop a base plan with appropriate branches that is flexible,

feasible, suitable, and acceptable. DO NOT WORRY ABOUT DEVELOPING

THE PERFECT COA; THERE IS NOT TIME FOR IT. This is the major

distinction between the accelerated technique and the others.

Once the COA is developed, the commander might consider conducting a

hasty wargame. In extreme situations, this may be the only opportunity to

conduct the wargame process. Next, the commander should begin to

quickly develop his guidance to the staff. The accelerated technique is

characterized by an active role of the commander, and very specific

guidance to the staff.

TECHNIQUES:

TECHNIQUES:

If time permits, conduct a hasty wargame session during the COA

development step. Ensure you identify and develop branches to the

base plan.

Involve the commander. He must supervise the wargame session,

actively participate, make decisions, and provide guidance as required.

Use the box technique, focusing on the most critical event first.

DECISION:

When using the accelerated technique, a decision brief is not required

because only one COA was developed. The only decision that may be

required is if the developed COA becomes unsuitable, infeasible, or

unacceptable. If this occurs, another COA must be developed.

ADVANTAGES:

Requires less time.

Facilitates adaptation to a rapidly changing situation.

Allows commander to compensate for lack of a staff or an experienced staff.

DISADVANTAGES:

Significantly limits staff initiative and flexibility.

Very directive, explores only one friendly COA.

May result in only an oral order or FRAGO.