Chapter 3 MILITARY DECISION-MAKING PROCESS (MDMP)

1 FM 34-8-23-1 Chapter 3 MILITARY DECISION-MAKING PROCESS (MDMP)MDMP in GeneralFM 101-5 is the doctrinal MDMP is a single, established, andproven analytical commander must follow the one-third/two-thirds planning helps the commander and staffexamine a battlefield situation andreach logical commander can decide to use thecomplete or abbreviated should train on both the completeand abbreviated execution of the MDMP is arecurring deficiency at the in the MDMPMDMP is based on continuous IPB,especially initial IPB during missionanalysis. The commander drives intelligence;IPB is an integrated staff functiondriven by the your section to conduct IPB soyou can coordinate closely with otherstaff and BOS must understand how all the BOSoperate and how to integrateintelligence during planning, especiallywithin the targeting PROCESS IAW FM 6-20-10.

2 "Push" the staff to develop a robust andintegrated R&S EstimatesFM 101-5 provides a generic generic staff estimate is the basefor the commander's operations,personnel, intelligence, logistics, CMO,communications, and special staff estimates are designed toform, analyze, compare, andrecommend friendly estimates are continuous, mustnot be overly time consuming, and donot have to be a written product (timedependent).The wargame results and staffestimates help the staff compareCOAs. The Intelligence EstimateThe purpose, scope, and content of theintelligence estimate changed with draftof FM old intelligence estimate was atext-based product derived from IPBthat focused on ECOAs, capabilities,strengths, and old intelligence estimate isfunctionally replaced by IPB standard staff estimate prepared bythe G2/S2 is the new intelligenceestimate it is radically new intelligence estimate focuseson the G2/S2's ability to supportfriendly COAs and is used to compareand approve friendly 34-8-23-2 Step 1: Receipt of MissionThe mission comes from higherheadquarters or is derived from anongoing receipt of a new mission, the G3/S3issues a WARNO to the staff immediately prepares formission analysis (SOP preparation).

3 Immediately the commander and staff doa quick initial assessment with emphasison an initial allocation of available commander issues his initialguidance, and the G3/S3 issues aWARNO to subordinate in Step 1 Collaborate with your higher G2/S2before and during receipt of mission tofacilitate the initial part of the initial assessment, look forgaps in your intelligence database request/prepare terrainproducts, weather, light, and climatologydata; update the MCOO and doctrinaltemplates; maintain the enemy situation. Focus on the initial time allocation(complete or full MDMP), R&S guidance,and any additional tasks or focus fromthe commander's initial an 2: Mission Analysis1. Analyze the higher HQ order. (Ifconfused by or you disagree with it,seek immediate clarification orresolution.) initial IPB. specified, implied, andessential tasks. (It is important tounderstand specific requirements foreach task.) the available assets.

4 (The staffmust identify additional resourcesneeded to ensure the mission'ssuccess.) constraints (normally foundin the scheme of maneuver, concept ofthe operation, and coordinatinginstructions). critical facts and assumptions. (List all appropriate assumptions fromhigher; state relevant conditions overwhich the commander has no control.) risk initial CCIR. (Limit to 10 orless.)Intelligence in Step 2 Intelligence and intelligence-relatedproducts:|AI.|Initia l PIR (from the commander.)|Initial OPSEC vulnerabilities andEEFI.*|MCOO and terrain as described byOCOKA and its effects.|Assumptions (include enemymission, objectives, threat BOSactivities).|Other elements of the battlefield.|Situation templates (unrefined).|Event templates and matrices(unrefined).|Center/centers of gravity.|HVTs.|The IPB portion of the missionanalysis brief and associatedgraphics (OB, weaknesses andpeculiarities, activities andcapabilities, and COAs).|Collection plan (initial, G2 only).

5 FM 34-8-23-310. Determine the initial reconnaissanceplan. (The resulting R&S annex setsreconnaissance in motion.)11. Plan use of available time. (The commander and staff refine initial planfor use of available time.) the restated mission. Who, what,when, where, and mission analysis briefing. (Given to commander and staff. Thebriefing is critical to ensure a thoroughunderstanding of planning.) the restated the initial commander's intent. A clear, concise statement of what theforce must do regarding the enemy,terrain, and desired the commander's guidance. Thisprovides additional guidance to focusstaff a facts and assumptions. Whenfacts or assumptions change, thecommander and staff must assess theirimpact.|The R&S plan (initial plan that startsR&S operations) and associatedFRAGOs or WARNOs.|Intelligence estimate (initial).

6 These products are used to write AnnexB to the OPORD or OPLAN and as thefoundation for the DST* later in on mission analysis, requestinformation or intelligence based onintelligence as many ECOAs as time higher HQ OPORD, OPLAN, and/orAnnex B will task your unit to performcertain collection or R&S the subsequent steps of CM &intelligence synchronization (FM 34-2) tosupport the initial collection plan (at aminimum SII, SIR, and SOR).The R&S plan is a coordinated staff effortthat must include FS, MEDEVAC, andCONPLANs ( , what the brigade doesif 2 key scout sections are destroyed).The MI Bn/DS MI Co participates inmission analysis and briefs the collectionstatus and capabilities. Step 3: COA relative combat power. SeeFM 34-130 for estimating options. Goal is to developCOAs for every feasible ECOA;however, the commander usually limitsthat option with his Array initial forces. Identify number ofunits needed and operational methods;develop a knowledge base to helpmake the scheme of headquarters.

7 This creates thetask in Step 3 Intelligence and intelligence-relatedproducts:|Situation templates (refined andprioritized).|Event templates and matrices(refined).|EWTL (initial).*Ensure the G3/S3 uses the IPB facts,assumptions, and products developedduring mission analysis andsubsequently with the entire staff to ensure thatfriendly COAs take advantage of theenvironment and threat situation.*FM COA statements and G3/S3 uses appropriate media toclearly portray how unit will accomplishthe mission ( , scheme of maneuver).Key on threat input is critical in analyzing relativecombat not forget to support deceptionplanning (when appropriate).Step 4: COA Analysis (Wargme) the all friendly List known known critical events and DPs;include an HVTL evaluation the wargame a method to record and the battle and assess wargame is a critical anddisciplined PROCESS used to visualizethe flow of commander selects the order ofcomparison of threat to friendly staff must evaluate the need forbranches and technically possible, the staffshould capture as much of thewargame on ATCCS as possible;otherwise, use a wargame worksheetor wargame results are key todeveloping DSTs and BOS the action, reaction, counteractionmethod (consider at a minimummaneuver, FS, mobility, counter-mobility, survivability, and IEW).

8 The staff should track force ratiosthroughout the wargame. Intelligence in Step 4 Intelligence and intelligence-relatedproducts:|PIR with LTIOV (refined).|HPTs.|Confirmation of the enemy center/ centers of gravity.|Situation templates (final).|Some force protection issues ( ,NBC vulnerabilities).|EWTL (refined).*You wear both a "red" and "blue" hat the enemy commander you projectenemy actions or reactions, developDPs, and project enemy the wargame you must addressall relevant enemy BOS the friendly G2/S2, you identify IRand NAIs; refine the situation template;and participate in the the G3/S3 honestly portraysfriendly capabilities during thewargame.*Work with entire staff to ensure friendlyCOAs take advantage of environmentand threat HPTs, AGMs, and TSS supportthe operation.*The AGM is approved by thecommander and addresses whichtargets will be attacked, how, when,and the desired are criteria used in decidingwhether to pass information as a targetnomination.

9 FM 34-8-23-5 The MI Bn/DS MI Co commander andcollection manager are importantplayers at the 5: COA ComparisonUsed to identify COA that has highestprobability of may use any technique; thedecision matrix is the most gets its criteria from thecommander ( , the principles of waror tenets of Army operations).Intelligence in Step 5 Intelligence product:|Intelligence estimate (final).Ensure you play a key role during 6: COA ApprovalIf the commander modifies a proposedCOA or gives the staff a new COA,staff must wargame that in Step 6 Intelligence and intelligence-relatedproducts:|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 andintelligence synchronization (FM 34-2)( , development of new SII, SIR, andSOR).

10 If the commander designates you toperform BDA to support one of hisdecisions, you must thoroughly plan theBDA support and tie that plan into thecollection 7: Orders ProductionBased on the commander's decisionand final in Step 7 Intelligence and intelligence-relatedproducts:|OPORD or OPLAN Annexes B(Intelligence), L (R&S), P (CW)*,2Q (OPSEC)*, S (Deception)*, andT (EW).** The G2 participates in developing the products but is not the 34-8-23-6 ACCELERATING THE MDMP:The MDMP involves three techniques that can be applied in differentsituations: deliberate, abbreviated, and accelerated. Only the acceleratedtechnique is discussed herein because it is the most difficult to implement. (See CALL Newsletter Update No. 95-12.)The accelerated technique may be used when one or more of the followingconditions apply:Commander has a staff available to assist him in developing the plan, but little time to use a more formal does not have a staff, or the staff is not these conditions apply, the commander must rely primarily on TLP todevelop his plan.