Chap 1 MDMP Step I MDMP Step I

Chap 1
I. Receipt of Mission I. Receipt of Mission
Ref: FM 101-5, p. 5-3 to 5-5. Ref: FM 101-5, p. 5-3 to 5-5.

The decision-making process begins with the receipt or anticipation of a new mission. The decision-making process begins with the receipt or anticipation of a new mission.
This can either come from an order issued by higher headquarters, or derive from an This can either come from an order issued by higher headquarters, or derive from an
ongoing operation. For example, the commander determines that he has the opportunity ongoing operation. For example, the commander determines that he has the opportunity
to accomplish his higher commander’s intent significantly different from the original to accomplish his higher commander’s intent significantly different from the original
course of action because of a change in enemy disposition. This may cause him to plan course of action because of a change in enemy disposition. This may cause him to plan
for a significantly different course of action. for a significantly different course of action.

MDMP I. Receipt of Mission Higher HQs' order/plan Ref: MDMP I. Receipt of Mission Higher HQs' order/plan Ref:
& graphics FM 101-5, & graphics FM 101-5,
1 Alert the staff Map of AO p. 5-3 to 5-5
1 Alert the staff Map of AO p. 5-3 to 5-5

Own & higher SOPs Own & higher SOPs

2 Staff preparation Appropriate FMs

2 Staff preparation Appropriate FMs

Existing staff estimates Existing staff estimates

3 Conduct quick initial assessment 3 Conduct quick initial assessment

4 Allocate available time (1/3d - 2/3d rule) 4 Allocate available time (1/3d - 2/3d rule)

Issue Cdr's initial guidance Issue Cdr's initial guidance

6 Issue Warning Order #1 6 Issue Warning Order #1

Note: These steps are not numbered in FM 101-5 Note: These steps are not numbered in FM 101-5

1 Alert the staff 1 Alert the staff

As soon as a new mission is received, the unit’s operations section issues a warning As soon as a new mission is received, the unit’s operations section issues a warning
order to the staff alerting them of the pending planning process. Unit SOPs identify who order to the staff alerting them of the pending planning process. Unit SOPs identify who
is to attend, who the alternates are, and where they should assemble. Providing is to attend, who the alternates are, and where they should assemble. Providing
supporting and attached units copies of the unit SOP ensures they will understand what supporting and attached units copies of the unit SOP ensures they will understand what
is expected of them during the process. is expected of them during the process.

MDMP-I. Receipt of Mission 1-13 MDMP-I. Receipt of Mission 1-13

 Warning orders facilitate parallel planning: Warning orders facilitate parallel planning:

Parallel planning Parallel planning

Parallel planning means that several echelons will be working on their MDMP concur- Parallel planning means that several echelons will be working on their MDMP concur-
rently. This is essential to speed up the process for subordinate units and allow rently. This is essential to speed up the process for subordinate units and allow
subordinates the maximum time to conduct their own planning. Parallel planning relies subordinates the maximum time to conduct their own planning. Parallel planning relies
on accurate and timely warning orders and a full sharing of information between on accurate and timely warning orders and a full sharing of information between
echelons as it becomes available. Parallel planning is a routine procedure for the MDMP. echelons as it becomes available. Parallel planning is a routine procedure for the MDMP.

Parallel Planning (An Example) Ref: Parallel Planning (An Example) Ref:
ST 101-5, ST 101-5,
12 12

fig. 2-1, p. 2-4. fig. 2-1, p. 2-4.

11 1 11 1
10 2 10 2

9 3 9 3
8 4

Mission Planning Mission Execution

8 4

Mission Planning 7
6
5
Mission Execution 7
6
5

Corps WARNO WARNO OPORD Backbrief

Corps WARNO WARNO OPORD Backbrief

Div WARNO WARNO OPORD Backbrief

Div WARNO WARNO OPORD Backbrief

Bde WARNO WARNO OPORD Backbrief

Bde WARNO WARNO OPORD Backbrief

Bn Rehearse
Bn Rehearse

Evolution of the Military Decision-Making Process Evolution of the Military Decision-Making Process
Ref: News from the Front (Jan-Feb 1998), “MDMP,” Combined Arms Doc Dir, CGSC Ref: News from the Front (Jan-Feb 1998), “MDMP,” Combined Arms Doc Dir, CGSC

The new published version of FM 101-5, Staff Organization and Operations, 31 May The new published version of FM 101-5, Staff Organization and Operations, 31 May
1997 (the version incorporated in The Battle Staff SMARTbook) contains a complete 1997 (the version incorporated in The Battle Staff SMARTbook) contains a complete
discussion of the Military Decision-Making Process (MDMP). CALL Newsletters No. 95- discussion of the Military Decision-Making Process (MDMP). CALL Newsletters No. 95-
12 (December 95) on Tactical Decision Making, and No. 95-12 Update (May 97) on 12 (December 95) on Tactical Decision Making, and No. 95-12 Update (May 97) on
Military Decision Making: "Abbreviated Planning," were incorporated into the new Military Decision Making: "Abbreviated Planning," were incorporated into the new
manual. One concept contained in the latest FM 101-5 is that there is only one doctri- manual. One concept contained in the latest FM 101-5 is that there is only one doctri-
nally-based military decision-making process in the Army. This effort was done to nally-based military decision-making process in the Army. This effort was done to
simplify the process throughout the Army. To that end, the CALL Newsletters as simplify the process throughout the Army. To that end, the CALL Newsletters as
referenced above are no longer valid. referenced above are no longer valid.
Listed below are some highlights of the changes within the MDMP: Listed below are some highlights of the changes within the MDMP:
• The name of the process was changed from the Deliberate Decision-Making • The name of the process was changed from the Deliberate Decision-Making
Process to the Military Decision-Making Process. Process to the Military Decision-Making Process.
• Information or references to the "Combat" and "Quick" Decision-Making Process • Information or references to the "Combat" and "Quick" Decision-Making Process
were eliminated from the manual, since there is only one process. were eliminated from the manual, since there is only one process.
• Warning orders are mandatory after the receipt of the mission, mission analysis, • Warning orders are mandatory after the receipt of the mission, mission analysis,
and COA approval. and COA approval.
• Commander's intent does not include the "method" or "acceptable risk." The • Commander's intent does not include the "method" or "acceptable risk." The
method is the concept of operations and risk is stated in the commander's method is the concept of operations and risk is stated in the commander's
guidance and addressed in all courses of action. If purpose is addressed in the guidance and addressed in all courses of action. If purpose is addressed in the
intent statement, it does not restate the "why" (purpose) in the mission statement. intent statement, it does not restate the "why" (purpose) in the mission statement.
• A separate section discusses decision making in a time-constrained environment, • A separate section discusses decision making in a time-constrained environment,
including techniques to conduct the MDMP when time is short. including techniques to conduct the MDMP when time is short.

1-16 MDMP-I. Receipt of Mission 1-16 MDMP-I. Receipt of Mission

Staff Mission Analysis Guidelines Staff Mission Analysis Guidelines
Ref: FM 101-5, Appendix A Ref: FM 101-5, Appendix A
All Staff Officers G5 (S5) All Staff Officers G5 (S5)
1. Specified and implied tasks. 1. Displaced civilian movement, routes, 1. Specified and implied tasks. 1. Displaced civilian movement, routes,
and AAs. and AAs.
2. Mission-essential tasks. 2. Mission-essential tasks.
2. Ability of host nation to care for civilians. 2. Ability of host nation to care for civilians.
3. Constraints. 3. Constraints.
3. Host nation and foreign nation support. 3. Host nation and foreign nation support.
4. Time considerations. 4. Time considerations.
4. Protected target list. 4. Protected target list.
5. Recommended CCIR. 5. Recommended CCIR.
5. NGO and private volunteer organiza- 5. NGO and private volunteer organiza-
G1 (S1) tions. G1 (S1) tions.
1. Personnel stats organic/attach. 1. Personnel stats organic/attach.
G6 (S6) G6 (S6)
2. Forecasted personnel status. 1. Unit commo maintenance status. 2. Forecasted personnel status. 1. Unit commo maintenance status.
3. Surgeon: Civ./mil. assets available. 2. Higher headquarters’ signal plan. 3. Surgeon: Civ./mil. assets available. 2. Higher headquarters’ signal plan.

G2 (S2) FSCOORD G2 (S2) FSCOORD

1. Initial IPB. 1. Fire support capabilities. 1. Initial IPB. 1. Fire support capabilities.
2. Define battlefield environment and 2. Recommended tasks for fire support. 2. Define battlefield environment and 2. Recommended tasks for fire support.
battlefield effects. battlefield effects.
3. High-value targets (HVTs) by critical 3. High-value targets (HVTs) by critical
3. Evaluate the threat, to include enemy events. 3. Evaluate the threat, to include enemy events.
combat power, enemy vulnerabilities and combat power, enemy vulnerabilities and
enemy COAs (in order of probability). 4. Impact of IPB, target-value analysis enemy COAs (in order of probability). 4. Impact of IPB, target-value analysis
(TVA) and battlefield geometry on fires. (TVA) and battlefield geometry on fires.
4. Determine assets available. 4. Determine assets available.
5. Protected target list. 5. Protected target list.
G3 (S3) G3 (S3)
1. Current combat power. ENCOORD 1. Current combat power. ENCOORD
1. Engineer assets/capabilities available. 1. Engineer assets/capabilities available.
2. Current sit. of sub. units & activities. 2. Current sit. of sub. units & activities.
2. Capabilities with available assets 2. Capabilities with available assets
3. Status of task organization. (i.e. - # of fighting positions, minefields) 3. Status of task organization. (i.e. - # of fighting positions, minefields)
4. Assets available. 3. Terrain visualization support through 4. Assets available. 3. Terrain visualization support through
5. Mission and intent two levels up. engineer battlefield assessment (EBA). 5. Mission and intent two levels up. engineer battlefield assessment (EBA).

G4 (S4) ADCOORD G4 (S4) ADCOORD

1. Maintenance status. 1. Current C2 measures for AD assets 1. Maintenance status. 1. Current C2 measures for AD assets
(AD warning, weapons control status) (AD warning, weapons control status)
2. Forecasted vehicle/weapon status. 2. Forecasted vehicle/weapon status.
2. Enemy air capabilities, to include most 2. Enemy air capabilities, to include most
3. Supply status of CL I, II, III, IV, V, VII likely air avenues of approach, type and 3. Supply status of CL I, II, III, IV, V, VII likely air avenues of approach, type and
and IX. number of sorties, and HVT list. and IX. number of sorties, and HVT list.
4. Transportation assets available. 3. Air defense assets available. 4. Transportation assets available. 3. Air defense assets available.
5. Availability and status of services. 5. Availability and status of services.
NBC NBC
6. Host and foreign nation support. 1. Assets available, to include recon, 6. Host and foreign nation support. 1. Assets available, to include recon,
decon, smoke, and constraints. decon, smoke, and constraints.
2. MOPP status. 2. MOPP status.
3. NBC threat status. 3. NBC threat status.
4. Troop safety criteria. 4. Troop safety criteria.

MDMP-II. Mission Analysis 1-19 MDMP-II. Mission Analysis 1-19

 The mission analysis briefing should not be a unit readiness briefing. Staff officers must The mission analysis briefing should not be a unit readiness briefing. Staff officers must
know the status of subordinate and supporting units and brief relevant information as it know the status of subordinate and supporting units and brief relevant information as it
applies to the situation. The staff should develop standardized charts to monitor and applies to the situation. The staff should develop standardized charts to monitor and
consolidate this type of data to assist the commander in obtaining a quick snapshot of consolidate this type of data to assist the commander in obtaining a quick snapshot of
his unit. his unit.

13 Approve the Restated Mission 13 Approve the Restated Mission

Immediately after the mission analysis briefing, the commander approves a restated Immediately after the mission analysis briefing, the commander approves a restated
mission. This can be the staff’s recommended restated mission, a modified version of mission. This can be the staff’s recommended restated mission, a modified version of
the staff’s recommendation, or one that the commander has developed himself. Once the staff’s recommendation, or one that the commander has developed himself. Once
approved, the restated mission becomes the unit’s mission. approved, the restated mission becomes the unit’s mission.

14 Develop the Initial Commander’s Intent 14 Develop the Initial Commander’s Intent
The commander’s intent is a clear, concise statement of what the force must do to The commander’s 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. It succeed with respect to the enemy and the terrain and to the desired end state. It
provides the link between the mission and the concept of operations by stating the key provides the link between the mission and the concept of operations by stating the key
tasks that, along with the mission, are the basis for subordinates to exercise initiative tasks that, along with the mission, are the basis for subordinates to exercise initiative
when unanticipated opportunities arise or when the original concept of operations no when unanticipated opportunities arise or when the original concept of operations no
longer applies. Intent is normally expressed in four or five sentences and is mandatory longer applies. Intent is normally expressed in four or five sentences and is mandatory
for all orders. The mission and the commander’s intent must be understood two for all orders. The mission and the commander’s intent must be understood two
echelons down. echelons down.

14 Commander's Intent Ref: 14 Commander's Intent Ref:

BCBL, BCBL,
Purpose: The reason for the conduct of the operation with p. 2-28. Purpose: The reason for the conduct of the operation with p. 2-28.
respect to the mission of the next higher unit. The purpose respect to the mission of the next higher unit. The purpose
explains, within the context of the mission of the higher unit, explains, within the context of the mission of the higher unit,
why the operation is occurring, and acceptable risk. why the operation is occurring, and acceptable risk.

Method: The "how" in doctrinally concise terminology Method: The "how" in doctrinally concise terminology
explains the offensive form of manuever, the alternative explains the offensive form of manuever, the alternative
defensive pattern, or the retrograde operation the unit will use. defensive pattern, or the retrograde operation the unit will use.
It does not discuss details about specfic subunit missions. It does not discuss details about specfic subunit missions.

Endstate: The relationship between the force, the enemy and Endstate: The relationship between the force, the enemy and
the terrain that describes the posture of the unit in relation to the terrain that describes the posture of the unit in relation to
future operations, upon completion of the operation. future operations, upon completion of the operation.

MDMP-II. Mission Analysis 1-25 MDMP-II. Mission Analysis 1-25

 Sample Commander’s Intent Statements; ref: BCBL, p. 2-28. Sample Commander’s Intent Statements; ref: BCBL, p. 2-28.

Brigade Commander (Sample) Brigade Commander (Sample)

My intent is to quickly expand the beachhead and pass the 1st (UK) My intent is to quickly expand the beachhead and pass the 1st (UK)
Armored Division and elements of the VII Corps through to destroy Iraqi Armored Division and elements of the VII Corps through to destroy Iraqi
maneuver forces. We will expand the bridgehead, creating sufficient maneuver forces. We will expand the bridgehead, creating sufficient
passage lanes for brigade-size follow-on units, and destroy enemy passage lanes for brigade-size follow-on units, and destroy enemy
counter attacks. We are forced to conduct a frontal assault, and risk counter attacks. We are forced to conduct a frontal assault, and risk
significant casualties. Avoid losses that cause any battalion to be unable significant casualties. Avoid losses that cause any battalion to be unable
to complete follow-on missions. Once the passage is complete, we will to complete follow-on missions. Once the passage is complete, we will
continue the mission as the division reserve and be prepared to continue continue the mission as the division reserve and be prepared to continue
our movement north. our movement north.
Battalion Commander (Sample) Battalion Commander (Sample)
We are the assault force in the brigade's deliberate breach of the We are the assault force in the brigade's deliberate breach of the
enemy's defenses. We will destroy all enemy resistance in the vicinity enemy's defenses. We will destroy all enemy resistance in the vicinity
and establish four lanes for the forward passage of follow-on forces. We and establish four lanes for the forward passage of follow-on forces. We
will conduct a frontal assault into prepared positions and can expect will conduct a frontal assault into prepared positions and can expect
significant casualties, but we must preserve sufficient combat power to significant casualties, but we must preserve sufficient combat power to
defeat counterattacks and continue north as the brigade reserve. defeat counterattacks and continue north as the brigade reserve.

Key Tasks Key Tasks

Key tasks are those that must be performed by the force, or conditions that must be 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 (paragraph 2 of the OPORD or met, to achieve the stated purpose of the operation (paragraph 2 of the OPORD or
OPLAN). Key tasks are not tied to a specific course of action, rather they identify that OPLAN). Key tasks are not tied to a specific course of action, rather they identify that
which is fundamental to the force’s success. In changed circumstances, when which is fundamental to the force’s success. In changed circumstances, when
significant opportunities present themselves or the course of action no longer applies, significant opportunities present themselves or the course of action no longer applies,
subordinates use these tasks to keep their efforts supporting the commander’s intent. subordinates use these tasks to keep their efforts supporting the commander’s intent.
The operations’ tempo, duration, and effect on the enemy, and terrain that must be The operations’ tempo, duration, and effect on the enemy, and terrain that must be
controlled, are examples of key tasks. controlled, are examples of key tasks.
The commander’s intent does not include: The commander’s intent does not include:
-The “method” by which the force will get from its current state to the end state. The -The “method” by which the force will get from its current state to the end state. The
method is the concept of operations. method is the concept of operations.
-Nor does the intent contain “acceptable risk.” Risk is stated in the commander’s -Nor does the intent contain “acceptable risk.” Risk is stated in the commander’s
guidance and is addressed in all courses of action. guidance and is addressed in all courses of action.
If purpose is addressed in the intent statement, it does not restate the “why” (purpose) If purpose is addressed in the intent statement, it does not restate the “why” (purpose)
of the mission statement. Rather, it is a broader purpose that looks beyond the why of of the mission statement. Rather, it is a broader purpose that looks beyond the why of
the immediate operation to the broader operational context of the mission. the immediate operation to the broader operational context of the mission.
Commanders from company level up prepare an intent statement for each OPORD or Commanders from company level up prepare an intent statement for each OPORD or
OPLAN. The intent statement at any level must support the intent of the next higher OPLAN. The intent statement at any level must support the intent of the next higher
commander. The commander personally prepares his intent statement. When possible commander. The commander personally prepares his intent statement. When possible
he delivers it, along with the order, personally. he delivers it, along with the order, personally.

1-26 MDMP-II. Mission Analysis 1-26 MDMP-II. Mission Analysis

Doctrinally Correct Terms Ref: BCBL, p. E-1 to E-2. Doctrinally Correct Terms Ref: BCBL, p. E-1 to E-2.
Used in Intent and Mission Statements Used in Intent and Mission Statements
Intent Intent
Offense Defense Offense Defense
Envelopment Forward defense Envelopment Forward defense
Double envelopment Defense in depth Double envelopment Defense in depth
Encirclement Encirclement
Turning movement Turning movement
Penetration Penetration
Infiltration Infiltration
Frontal attack Frontal attack

Mission Mission
Forms of offense Forms of retrograde Forms of offense Forms of retrograde
Movement to contact Delay Movement to contact Delay
Attack Withdrawal Attack Withdrawal
Hasty attack Retirement Hasty attack Retirement
Deliberate attack Forms of reconnaissance Deliberate attack Forms of reconnaissance
Spoiling attack Zone Spoiling attack Zone
Counterattack Area (including point) Counterattack Area (including point)
Raid Route Raid Route
Feint Recon in force Feint Recon in force
Demonstration Forms of security Demonstration Forms of security
Pursuit Screen Pursuit Screen
Exploitation Guard Exploitation Guard
Forms of defense Cover Forms of defense Cover
Mobile Area Mobile Area
Area Area

Tactical Tasks Tactical Tasks

Enemy Terrain Friendly Enemy Terrain Friendly
Ambush Clear Breach Ambush Clear Breach
Attack by Fire Control Disengage Attack by Fire Control Disengage
Block Occupy Displace Block Occupy Displace
Bypass Reconnoiter Exfiltrate Bypass Reconnoiter Exfiltrate
Breach Retain Breach Retain
Canalize Secure Canalize Secure
Contain Seize Contain Seize
Demonstrate Demonstrate
Destroy Destroy
Defeat Defeat
Disrupt Disrupt
Exploit Exploit
Feint Feint
Fix Fix
Interdict Interdict
Neutralize Neutralize
Penetrate Penetrate
Reconnoiter Reconnoiter
Rupture Rupture
Support by fire Support by fire

Purpose (in order to) Purpose (in order to)

Divert Open Allow Divert Open Allow
Enable Envelop Create Enable Envelop Create
Deceive Surprise Influence Deceive Surprise Influence
Deny Cause Support Deny Cause Support
Prevent Protect Prevent Protect

MDMP-II. Mission Analysis 1-27 MDMP-II. Mission Analysis 1-27

Commander’s Guidance by BOS Commander’s Guidance by BOS
Ref: FM 101-5, Appendix B Ref: FM 101-5, Appendix B
4. Survivability (assets to dig positions). 4. Survivability (assets to dig positions).
Intelligence 5. NBC defense operations: Chemical Intelligence 5. NBC defense operations: Chemical
1. Enemy COAs to consider (most probable, reconnaissance assets, MOPP posture 1. Enemy COAs to consider (most probable, reconnaissance assets, MOPP posture
dangerous, or combination). guidance, decontamination guidance, masking dangerous, or combination). guidance, decontamination guidance, masking
2 . Enemy’s critical DPs/vulnerabilities. and unmasking guidance, employment of 2 . Enemy’s critical DPs/vulnerabilities. and unmasking guidance, employment of
4. Targeting guidance. smoke, detection, reporting and marking. smoke, detection, reporting and marking.
4. Targeting guidance.
5. Identify high value targets. 6. Engineer supplies and materials. 6. Engineer supplies and materials.
5. Identify high value targets.
6. Defining the enemy cdr’s mission. 7. Environmental guidance. 7. Environmental guidance.
6. Defining the enemy cdr’s mission.
7. Defining the enemy cdr’s method. Air Defense 7. Defining the enemy cdr’s method. Air Defense
8. Shape enemy perception of allied force. 1. Protection priorities. 8. Shape enemy perception of allied force. 1. Protection priorities.
9. Intell focus for recon and security effort. 2. Positioning guidance. 9. Intell focus for recon and security effort. 2. Positioning guidance.
10. Recon/surveillance guidance. 3. Weapon control status. 10. Recon/surveillance guidance. 3. Weapon control status.
11. Specific terrain/wx factors to consider. Information Operations 11. Specific terrain/wx factors to consider. Information Operations
12. Organic assets (COLT, IEW, scouts). 1. Military deception guidance: Amount/types 12. Organic assets (COLT, IEW, scouts). 1. Military deception guidance: Amount/types
resources, intent for exploiting enemy actions, resources, intent for exploiting enemy actions,
Maneuver EEFI (CCIR). Maneuver EEFI (CCIR).
1. Initial intent (purp., meth., endstate). 1. Initial intent (purp., meth., endstate).
2. OPSEC considerations: Actions enemy can 2. OPSEC considerations: Actions enemy can
2. Concept of operations (decisive point, observe, indicators enemy can gain critical 2. Concept of operations (decisive point, observe, indicators enemy can gain critical
battlefield organization [close, deep, rear], task/ information from, measures to reduce battlefield organization [close, deep, rear], task/ information from, measures to reduce
purpose & resources for each. vulnerability. purpose & resources for each. vulnerability.
3. COA development guidance: Critical 3. Electronic warfare (EW): Measures for 3. COA development guidance: Critical 3. Electronic warfare (EW): Measures for
events; # of COAs to plan; COAs to consider, electronic protect, support needed for EW events; # of COAs to plan; COAs to consider, electronic protect, support needed for EW
not to consider; shaping of the battlefield; support (ES), methods of electronic attack (EA). not to consider; shaping of the battlefield; support (ES), methods of electronic attack (EA).
defeat mechanism; main/supporting effort; task defeat mechanism; main/supporting effort; task
4. Physical destruction considerations: 4. Physical destruction considerations:
organization; where/what risk to accept; task/ organization; where/what risk to accept; task/
Planned indirect fires to support C2W plan; Planned indirect fires to support C2W plan;
purpose sub. units; reserves (comp., msn, purpose sub. units; reserves (comp., msn,
maneuver actions to suppress, neutralize, and maneuver actions to suppress, neutralize, and
priority, C2); recon/counterrecon guidance; priority, C2); recon/counterrecon guidance;
destroy enemy; air defense to nullify enemy air. destroy enemy; air defense to nullify enemy air.
composition; C2 measures; FFIR (CCIR). composition; C2 measures; FFIR (CCIR).
5. PSYOP consideration: Priority of effort for 5. PSYOP consideration: Priority of effort for
4. Recon/surveillance guidance. 4. Recon/surveillance guidance.
PSYOP forces, allocate forces to support. PSYOP forces, allocate forces to support.
5. OPSEC considerations. 5. OPSEC considerations.
6. Public affairs (PA) considerations: Effective 6. Public affairs (PA) considerations: Effective
Fire Support publications that are dependent on credibility, Fire Support publications that are dependent on credibility,
1. HPTs & methods of engagement (maneuver, early deployment of PA personnel, Info. security 1. HPTs & methods of engagement (maneuver, early deployment of PA personnel, Info. security
lethal, nonlethal) & desired effects. practiced at source. lethal, nonlethal) & desired effects. practiced at source.
2. Guidance for fires. Combat Service Support 2. Guidance for fires. Combat Service Support
3. Observer plan. 1. Location of CSS assets. 3. Observer plan. 1. Location of CSS assets.
4. Employment of COLTs. 2. Priorities of manning, fueling, fixing, arming, 4. Employment of COLTs. 2. Priorities of manning, fueling, fixing, arming,
5. Requirements, restrictions, priorities of transporting, sustaining. 5. Requirements, restrictions, priorities of transporting, sustaining.
special munitions. 3. MEDEVAC treatment and evac. special munitions. 3. MEDEVAC treatment and evac.
6. Task and purpose of fires. 4. Classes of supply. 6. Task and purpose of fires. 4. Classes of supply.
7. Counterfires and use of radars. 5. Controlled supply rates. 7. Counterfires and use of radars. 5. Controlled supply rates.
8. SEAD guidance. 6. Construction/provision of facilities/ 8. SEAD guidance. 6. Construction/provision of facilities/
9. Critical zones. installations. 9. Critical zones. installations.
10. CFZs and CFFZs. Command and Control 10. CFZs and CFFZs. Command and Control
11. Fire support coordination measures. 1. Rules of engagement. 11. Fire support coordination measures. 1. Rules of engagement.
12. Synch./focus of fires with maneuver. 2. CP positioning guidance. 12. Synch./focus of fires with maneuver. 2. CP positioning guidance.
13. Attack guidance. 3. Position of commander. 13. Attack guidance. 3. Position of commander.
14. Protected target list. 4. Concept of commo support. Retrans. 14. Protected target list. 4. Concept of commo support. Retrans.
Mobility/Survivability 5. LNO guidance. 5. LNO guidance.
Mobility/Survivability
1. Priority of effort and support. 6. Force protection measures. 1. Priority of effort and support. 6. Force protection measures.
2. Mobility (breaching/bridging) 7. Timeline guidance. 2. Mobility (breaching/bridging) 7. Timeline guidance.
3. Countermobility (obstacle effect/emplace, 8. Type of order/rehearsal. 3. Countermobility (obstacle effect/emplace, 8. Type of order/rehearsal.
FASCAM). 9. Specific signal guidance. FASCAM). 9. Specific signal guidance.

MDMP-II. Mission Analysis 1-29 MDMP-II. Mission Analysis 1-29