UNCLASSIFIED

OPS146K

The Military
Decision-Making Process
March 2019
6TH COMBAT TRAINING SQUADRON • NELLIS AFB
UNCLASSIFIED
2
 Objectives
• Differentiate between the major mission command
activities of the operations process
• Determine the purpose of warning orders, operation
orders, and fragmentary orders
• Determine the responsibilities of key members of
battalion and brigade staffs, to include S-3, S-2, fire
support officer, air liaison officer, brigade aviation
element and air defense airspace management officers
• Determine the seven steps of the military decision-
making process
• Determine the information contained in each of the five
paragraphs of an operation order
3
 Overview

• The operations process

• Planning and plans
• Orders
• Key staff
• Military decision-making process
• Mission rehearsals

4
 TACS / AAGS
AWACS CRC
ADAFCO XXXX
JFC
JOC
XXXX XXXX
JSTARS ARFOR / JFLCC AFFOR / JFACC
AAMDC CP AOC
TAC(A) ADA BDE
JACCE BCD ADAFCO
FAC(A)
XXX
XX CORPS
X DIV CP
BCT CP FC
II CP FC AE
BN FC AE TACP
CP ADAM / TACP
FC BAE ASOC GLD / RLD WOC
TACP TACP JAGIC Airbases

Joint Air Request Net (JARN) 5

 Operations Process
Framework for exercising mission command
Plan Prepare
The art and science of Activities performed by
understanding a situation, units and Soldiers to
envisioning a desired improve their ability to
future, and laying out execute an operation
effective ways of bringing
that future about Commander

Assess Execute
Continuous determination Putting a plan into
of the progress toward action by applying
accomplishing a task, combat power to
creating an effect, or accomplish the mission
achieving an objective Principles
• Commanders drive the operations process
• Apply critical and creative thinking
• Build and maintain situational understanding
• Encourage collaboration and dialogue 6
ADP 5-0, pg iv, Fig 1
 Operations Process

LEAD

MISSION ACCOMPLISHMENT
UNDERSTAND

VISUALIZE DESCRIBE DIRECT

ASSESS
Commander

8
ADP 5-0, pg 1-4, Fig 1-1
 Operations Process

9
ADP 5-0, pg. 1-4, Fig 1-2
 Commander’s Visualization
Mental process of developing situational understanding,
determining desired end state, and envisioning an
operational approach by which forces will achieve that
end state
• Staff assists by defining
• Area of Operations
• Area of Interest

XX
XX

XX

11
ADP 6-0
 Planning
The art and science of understanding a situation,
envisioning a desired future, and laying out effective
ways of bringing that future about.
Why plan…
• Create and communicate a common vision
• Enemy is unpredictable – thinking and adaptive
• Friction of combat – dynamic battlefield
• Unified land operations
• Not to eliminate uncertainty but to develop a
framework for action in the midst of it

….. to solve a tactical military problem

12
 A Plan…

• Conveys commander’s intent

• Assigns tasks and purposes to subordinates
• Provides control measures and resources
• Establishes times or conditions
• Synchronizes the actions of forces in time, space,
and purpose to achieve objectives and accomplish
missions

13
 Types of Plans

• Campaign Plan (Only JFCs develop)

• Series of related operations
• Operational Plan (OPLAN)
• Address extended period or series of objectives / operations
• Supporting Plan
• Prepared by subordinate Commander (CDR) to satisfy requirements
• Concept Plan
• Abbreviated format
• Branch
• Planned adjustment based on decision point
• Sequel
• Follow on or extension of existing plan
14
 Orders

• Commanders direct operations and communicate

their visualization, commander’s intent, and
decisions through operations orders
• Three types used to conduct military operations:
• Warning order (WARNORD)
• Operation order (OPORD)
• Fragmentary order (FRAGORD)

16
FM 6-0, p C-4
 Warning Order
WARNORD: A preliminary notice of actions or orders that
are to follow
• Gives subordinates maximum time for parallel planning
and preparation
• Follows the five-paragraph OPORD format
• Provides essential details of the impending operation
• Clearly informs the subordinate of what must be done
now and indicates possible future tasks
• Includes the following information as a minimum:
• Type of operation
• General location of the operation
• Initial timeline of the operation
• Movement or reconnaissance to initiate
17
FM 6-0, pg C-4
 Operation Order

OPORD: Used to direct unit operations in support of

the mission
• OPORD has five paragraphs / elements (situation,
mission, execution, sustainment, and command and
signal)
• Provides a mission statement
• Critical elements of the mission statement are the
who, what, where, when, and why
• Conveys commander’s intent, concept of operation and
scheme of maneuver
• Specifies an execution time and date

18
FM 6-0, pg C-4
 Fragmentary Order

FRAGORD: Provides timely changes of existing orders

to subordinates while providing notification to higher
• Follows the five-paragraph OPORD format
• Either oral or written
• Addresses only those parts of the original OPORD that
have changed
• Refers to previous orders and provides brief and
specific instructions

19
FM 6-0, pg C-4
 Staff

• All Army echelons employ

staffs to assist commanders
• S-Staff: BDE and BN
• G-Staff: DIV, Corps, Army
• J-Staff: Joint Commands
• Organized to conduct
operations at command
posts (CPs)

20
FM 6-0, Ch. 2
 Key Staff Members
• XO (Executive Officer)
• XO at Brigade and battalion; Chief of Staff (CoS) at DIV or higher
• Commander’s principal assistant

• S3 (Operations Officer)
• Coordinating staff officer
• Synchronizes all maneuver and maneuver support operations
• Responsible for the maneuver and maneuver support (M&MS)
• S2 (Intelligence Officer)
• Coordinating staff officer
• Responsible for information collection to include ISR (Intelligence,
surveillance and reconnaissance)
• Fire Support Officer (FSO) / Deputy Fire Support Coordinator
• Special staff officer: FSO - BDE and below; DFSCOORD – DIV / Corps
• Plans, coordinates and executes all fires 21
 Key Staff Members

• Air Liaison Officer (ALO)

• Special staff officer
• Advises the commander and staff on aerospace assets
• Coordinates tactical air support missions with the FSO
• Manages the TACP
• Brigade Aviation Element Officer (BAE)
• Special staff officer (rated aviation officer)
• Performs the airspace control function – airspace integrator
• Air Defense Airspace Management Officer (ADAM)
• Special staff officer
• Senior air defense artillery officer in the command
• Coordinates airspace control measures to support air and missile
defense operations – airspace integrator
23
Key Staff Members

24
 Joint Planning Process

Joint Planning Process (JPP)

1. Planning Initiation
2. Mission Analysis
3. Course of Action (COA) Development
4. COA Analysis and Wargaming
5. COA Comparison
6. COA Approval
7. Plan or Order Development

25
JP 5-0, Fig V-1
 Planning Processes (Service)
Joint Planning Process for Air Military Decision-Making Process
1. Initiation 1. Receipt of Mission
2. Mission Analysis 2. Mission Analysis
3. COA Development 3. COA Development
4. COA Analysis & Wargaming 4. COA Analysis (War-Game)
5. COA Comparison 5. COA Comparison
6. COA Approval 6. COA Approval
7. Plan or Order Development 7. Orders Production,
Dissemination, and Transition
Marine Corps Planning Process (MCPP) Navy Planning Process (NPP)
1. Problem Framing 1. Mission Analysis
2. COA Development 2. COA Development
3. COA War Game 3. COA War Game
4. COA Comparison and Decision 4. COA Comparison and Decision
5. Orders Development 5. Orders Development
6. Transition 6. Transition
26
FM 6-0, pg 9-3, MCWP 5-1. pg 1-1, NWP 5-01
 Military Decision-Making Process

MDMP is an iterative planning methodology to

• Understand the situation and mission
• Develop a course of action
• Produce an operation plan or order
MDMP provides an analyzed solution
to a tactical military problem

27
FM 6-0, pg 9-1
 Military Decision-Making Process
Key inputs Steps Key outputs
• Higher HQ’s plan or order or a new mission anticipated by Step 1: • Commander’s initial guidance
the commander Receipt of Mission • Initial allocation of time

• Commander’s initial guidance WARNORD 1 • Problem statement and Mission statement

• Higher headquarters’ plan or order • Initial commander’s intent
• Higher HQ’s intelligence and knowledge products • Initial planning guidance, CCIRs, and EEFIs
• Knowledge products from other organizations
Step 2 : • Updated IPB and running estimates
• Army design methodology products Mission Analysis • Assumptions
• Evaluation criteria for COAs
WARNORD 2
• Mission statement • COA statements and sketches
• Initial CDR’s intent, planning guidance, CCIRs, and EEFIs  Tentative task organization
Step 3 :  Broad concept of operations
• Updated IPB and running estimates
• Assumptions
Course of Action (COA) • Revised planning guidance
• Evaluation criteria for COAs Development • Updated assumptions

• Updated running estimates • Refined COAs; Potential decision points

• Revised planning guidance Step 4: • War-game results
• COA statements and sketches • Initial assessment measures
• Updated assumptions
COA Analysis • Updated assumptions
• Updated running estimates • Evaluated COAs
• Refined COAs Step 5: • Recommended COAs
• Evaluation criteria • Updated running estimates
• War-game results
COA Comparison • Updated assumptions
• Updated Assumptions

• Updated running estimates Step 6: • CDR approves COA and any modifications
• Evaluated COAs COA Approval • Refined CDR’s intent, CCIRs, and EEFIs
• Recommended COA • Updated assumptions
• Updated assumptions WARNORD 3
• CDR approved COA and any modifications Step 7: • Approved operation plan or order
• Refined CDR’s intent, CCIRs, and EEFIs Orders Production, • Subordinates understand the plan or order
• Updated assumptions
Dissemination and Transition 28
 Step 1: Receipt of Mission
INPUT PROCESS OUTPUT

• Higher headquarters’ • Alert the staff and • Commander’s initial

plan or order or a new other key participants guidance
mission anticipated by • Gather the tools • Initial allocation of
the commander • Update running time
WARNORD 1
estimates
• Conduct initial
assessment
• Issue the commander’s
initial guidance
• Issue the initial
warning order

Receipt of Mission step alerts all participants of the pending planning

requirements, enabling them to determine the amount of time available
for planning and preparation and decide on a planning approach. 29
FM 6-0, pg 9-4
 Step 2: Mission Analysis
INPUT PROCESS OUTPUT

• Commander’s initial • Analyze the higher HQ plan or order • Problem statement

• Perform initial IPB
guidance • Mission statement

Running Estimates
• Determine specified, implied, and
• Higher headquarters’ essential tasks • Initial commander’s
plan or order • Review available assets and identify intent
• Higher headquarters’ resource shortfalls • Initial planning
• Determine constraints
intelligence and • ID critical facts and dev assumptions guidance
knowledge products • Begin risk management • Initial CCIRs and EEFIs
• Knowledge products • Develop initial CCIRs and EEFIs • Updated IPB and
• Develop the initial info collection plan
from other • Update plan for use of available time
running estimates
organizations • Develop initial themes and messages • Assumptions
• Army design • Dev a proposed problem statement • Evaluation criteria for
• Dev a proposed mission statement
methodology products COAs
• Present the mission analysis briefing WARNORD 2
• Develop/issue initial CDR’s intent
• Dev/issue initial planning guidance
• Develop COA evaluation criteria
• Issue a warning order
30
FM 6-0, pg 9-7
 Step 2: Mission Analysis

Mission analysis is an assessment of the situation that

enables units to better see themselves and the enemy
• Conducted to better understand the situation or problem
• What the command must accomplish
• When it must be accomplished
• Where the operation will take place
• Why the operation is important – the purpose

* The How occurs in Step 3, COA Development

DD 1972, AMR, ASR submitted during Step 2: Mission Analysis

31
FM 6-0, pg 9-6
 Step 3: Course of Action
Development
INPUT PROCESS OUTPUT

• Mission statement • Assess relative combat power • COA statements and

• Initial CDR’s intent, • Generate options sketches
planning guidance, • Array forces  Tentative task
CCIRs, and EEFIs • Develop a broad concept organization
• Updated IPB and • Assign headquarters  Broad concept of
running estimates • Develop COA statements and operations
• Assumptions sketches • Revised planning
• Evaluation criteria for • Conduct COA briefing guidance
COAs • Select or modify COAs for • Updated assumptions
continued analysis

COA development generates options for subsequent analysis and comparison

that satisfy the commander’s intent and planning guidance.
32
FM 6-0, pg 9-16
 Step 3: Course of Action
Development
• Two to three COAs (minimum)
• COA statement and sketch
• Must consider: Qualities of a COA
• Mission • Suitable
• Commander's intent
and guidance • Feasible
• Task organization • Acceptable
• Essential tasks • Distinguishable
• COA must differ significantly
• Use of reserves
• Complete
• Task organization
• Main effort
• Scheme of maneuver
33
FM 6-0, pg 9-16
 Step 3: Course of Action
Development
COA sketch and statement
• Boundaries
• Unit movement formations
• Maneuver graphics
• Main effort
• Location of command posts
• Enemy locations
• Population concentrations

34
FM 6-0, pg. 9-24
 Step 4: Course of Action
Analysis (War Game)
INPUT PROCESS OUTPUT

• Updated running • Gather the tools • Refined COAs

estimates • List all friendly forces • Potential decision
• Revised planning • List assumptions points
guidance • List known critical events and • War-game results
• COA statements and decision points • Initial assessment
sketches • Select the war-gaming measures
• Updated assumptions method • Updated assumptions
• Select a technique to record
and display results
• War-game the operation and
assess the results
• Conduct a war-game briefing
(optional)

35
FM 6-0, pg 9-25
 Step 4: Course of Action
Analysis (War Game)
“War gaming”
• Identifies which COA accomplishes the mission while
best positioning the force to retain the initiative for
future operations
• Allows the staff to synchronize the six warfighting
functions for each COA
• Further develops the visualization of the operation
• Determines conditions and resources required for success
• Identifies coordination needed to produce synchronized
results
• Requires objectivity

36
FM 6-0, pg 9-25
 Step 4: Course of Action
Analysis (War Game)
Select the war game method
• Avenue-in-depth
• Focus is on one AA at a time;
begins with the decisive operation
• Good for offensive / defensive COA
• Box
• Detailed analysis of a critical area
• Most useful when the task is
apparent or when time is limited
• Belt
• Focus is on sections of
the battlefield
• Good for defensive operations
37
FM 6-0, pgs 9-27
 Step 4: Course of Action
Analysis (War Game)
Select a method to record and display results
• Sketch note
• Brief notes on critical locations or tasks
• Made on the map or war game worksheet
• Synch matrix
• Synchronize COA across time, space and purpose

38
 Sample Synchronization
Matrix

39
FM 6-0, pg. 9-31
 Step 5: Course of Action
Comparison
INPUT PROCESS OUTPUT

• Updated running • Conduct advantages and • Evaluated COAs

estimates disadvantages analysis • Recommended COAs
• Refined COAs • Compare courses of action • Updated running
• Evaluation criteria • Conduct a course of action estimates
• War-game results decision briefing • Updated assumptions
• Updated Assumptions

COA comparison is an objective process to evaluate COAs independently and

against set evaluation criteria approved by the commander and staff.

40
FM 6-0, pg 9-38/39
 Step 5: Course of Action
Comparison
• Staff analyzes and evaluates advantages and
disadvantages of each COA
• Usually uses decision matrixes to assist in
evaluating each COA according to a list of criteria
• The XO or S3 will normally determine the weight of each
criteria based on the CDR’s guidance
• Decision matrix is to tool to evaluate COAs in a
logical manner

41
 Sample Decision Matrix

Category Unit of Measure Weight COA 1 COA 2

Number of weapon systems
Mass employed against targets 3 1 3 2 6
Redundancy; depth of eyes on
Observation the battlefield 2 2 4 1 2
Plan of integrate indirect fires and
AC2 aircraft; SEAD 1 2 2 1 1
Provides opportunity to identify
Depth enemy in depth and allows for 1 1 1 2 2
multiple engagements
Ability to rapidly shift fires and
Flexibility CAS across the battlefield 2 1 2 2 4
TOTAL: 7 12 8 15
*Lower is better 42
FM 6-0, pg. 9-39
 COA Decision Briefing

• CDR’s intent of the higher and next higher CDRs

• Status of the force and its components
• Current IPB
• COAs considered, including
• Assumptions used
• Results of running estimates
• Summary of the war-game for each COA
• Advantages and disadvantages of each COA
• Recommended COA

43
FM 6-0, pg 9-40
 Step 6: Course of Action
Approval
INPUT PROCESS OUTPUT

• Updated running • Commander approves a COA • CDR approves COA and

estimates The commander’s options any modifications
• Evaluated COAs include: • Refined CDR’s intent,
• Recommended COA  Select the best COA CCIRs, and EEFIs
• Updated assumptions  Reject all COAs • Updated assumptions
 Modify COA
 Provide new COA WARNORD 3

The commander selects the COA to best accomplish the mission; could also
reject, modify, or recommend a new COA(s).

44
FM 6-0, pg 9-41
 Step 7: Orders Production,
Dissemination, and Transition
INPUT PROCESS OUTPUT

• CDR approved COA • Produce and disseminate • Approved operation

and any modifications orders plan or order
• Refined CDR’s intent, • Transition from planning to • Subordinates
CCIRs, and EEFIs operations understand the plan or
• Updated assumptions order

45
FM 6-0, pg 9-42
 Step 7: Orders Production,
Dissemination and Transition
• Staff prepares the order or plan
• Turns the selected COA into a clear and concise concept
of operations
• COA statement becomes the concept of operations
• COA sketch is the basis for the operations overlay
• Orders and plans provide all information
subordinates need for execution
• Mission orders avoid unnecessary constraints that
inhibit subordinate initiative

46
FM 6-0, pg 9-41
 Operation Order

* All plans and orders follow the 5 paragraph format

• Paragraph one: Situation
• Area of interest, area of operations, enemy and friendly
forces, interagency and NGOs, civil considerations,
attachments and detachments, assumptions
• Paragraph two: Mission (Critical elements = who,
what (task), when, where and why)
• 3 BCT defends NLT 210600JANXX in sector to destroy
the lead elements of the 171 MRD and to allow the
forward passage of the corps security force. On order
(O / O), continues the attack to restore the international
border
47
FM 6-0, Appendix C
 Operation Order

• Paragraph three: Execution

• Includes the commander’s intent (purpose, key
tasks, and end state)
• Concept of operation
• Schemes of employment for each warfighting
function
• Includes scheme of fires to include air operations
• Tasks to subordinate units (task and purpose)
• Coordinating instructions (instructions to two or
more units)

48
FM 6-0, Appendix C
 Operation Order

• Paragraph four: Sustainment

• States the concept of support before, during and
after the operation
• Administrative movements, transportation, logistics,
personnel and Army health system support
• Paragraph five: Command and Signal
• Location of commander
• Location of command posts
• Signal support

49
FM 6-0, Appendix C
 Operation Order Annexes
• A: Task Organization • M: Assessment
• B: Intelligence • N: Space Operations
• C: Operations • O: Not used
• D: Fires • P: Host-Nation Support
• Appendix 5: Air Support (CAS) • Q: Knowledge Management
• E: Protection • R: Reports
• F: Sustainment • S: Special Technical Ops
• G: Engineer • T: Not used
• H: Signal • U: Inspector General
• I: Not used • V: Interagency Coordination
• J: Public Affairs • W: Operational Contract Spt
• K: Civil Affairs Operations • X-Y: Spares
• L: Information Collection • Z: Distribution

50
FM 6-0, Appendix C
 Operation Order Annex D
• ANNEX D: Fires
• Appendix 1: Fire Support Overlay
• Appendix 2: Fire Support Execution Matrix
• Appendix 3: Targeting
• Tab A: Target Selection Standards
• Tab B: Target Synchronization Matrix
• Tab C: Attack Guidance Matrix
• Tab D: Target List Worksheets
• Tab E: Battle Damage Assessment
• Appendix 4: Field Artillery Support
• Appendix 5: Air Support (CAS tasks and distribution)
• Appendix 6: Naval Fire Support
• Appendix 7: Air and Missile Defense
51
FM 6-0, Appendix C
 Mission Rehearsal

• Rehearsals reduce friction, ensure synchronization

and aid in gaining or retaining the initiative
• Four types
• Back brief / Confirmation brief
• Combined arms rehearsal
• Support rehearsal
• Battle drill or SOP rehearsal

52
 Mission Rehearsal Techniques

Maximum
Full Dress
Operations Security Risk

Reduced Force
Time Used
Resources

Terrain Model

Sketch Map

Map

Network

Leader Participation
Minimum Maximum
Detailed Understanding Gained

53
FM 6-0, pg. 12-3
MDMP?

54
 Summary
• The operations process
• Planning and plans
• Orders
• Key staff
• Military decision-making process
• Mission rehearsals

55
Questions?

56
 References

• ADP 3-0, Operations, 31 Jul 19

• ADP 3-90, Offense and Defense, 31 Jul 19
• ADP 5-0, The Operations Process, 31 Jul 19
• ADP 6-0, Mission Command, 31 Jul 19
• ADRP 3-09, Fires, 8 Feb 13
• ADRP 5-0, The Operations Process, 17 May 12
• AFD V3, Command, 22 Nov 16
• ATP 3-52.2 / MCRP 3-25F / NTTP 3-56.2 / AFTTP 3-
2.17, TAGS, Multi-Service Tactics, Techniques, and
Procedures for the Theater Air-Ground System, 30
Jun 14
57
 References

• FM 6-0, Commander and Staff Organization and

Operations, 22 Apr 16
• JP 5-0, Joint Planning, 16 Jun 17
• MCWP 5-10, Marine Corps Planning Process, 4 Apr
18
• NWP 5-01, Navy Planning, December 2013

58
 UNCLASSIFIED

OPS146K

The Military
Decision-Making Process
March 2019
6TH COMBAT TRAINING SQUADRON • NELLIS AFB
UNCLASSIFIED