1 module 1 receipt of mission & mission analysis

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Module 1Module 1Receipt Of MissionReceipt Of Mission

& & Mission AnalysisMission Analysis

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Enabling Learning Enabling Learning Objective Objective

TASK: Receive the Mission and Conduct Mission Analysis.

CONDITION: As a member of a Corps level staff, given oral and written requirements, a general and special situation, a higher headquarters OPORD, maps, materials, unit status and appropriate references.

STANDARD: Perform initial assessment and produce the initial WARNO.

Perform mission analysis, and identify specified and implied tasks, time available, apply constraints, and commander’s guidance to determine the essential tasks.

Determine capabilities of forces available, current personnel, operational logistical readiness, and force ability to conduct sustained operations.

Prepare the staff products of the mission analysis phase to include analysis of the battlefield environment and battlefield effects.

Prepare a restated mission statement; brief and receive approval by the commander.

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Step 6: COA APPROVAL

Step 3: COA DEVELOPMENT

Step 4: COA ANALYSIS(WAR GAME)

Step 5: COA COMPARISON

Step 7: ORDERS PRODUCTION

INPUT OUTPUT

Step 2: MISSION ANALYSIS

Mission received from higher HQs or deduced by the commander and staff

Higher HQs order/plan Higher HQs IPB Staff Estimates

Restated mission Initial Cdr’s intent and planning

guidance, and CCIR Updated staff estimates Initial IPB products

Refined Cdr’s intent and planning guidance

Enemy COAs COA statement and sketches Wargame results Criteria for comparison

Decision Matrix

Approved COA Refined Cdr’s intent Refined CCIR

Cdr’s Initial Guidance WARNO


guidance Initial CCIR Updated staff estimates Initial IPB products Initial ISR plan Preliminary movement WARNO

Updated staff estimates and products COA statements and sketch Refined Cdr’s intent and planning

guidance

Wargame results Decision support templates Task organization Mission to subordinate units Recommended CCIR

Decision matrix

Approved COA Refined Cdr’s intent Refined CCIR High pay-off target list WARNO

OPLAN / OPORD

Step 1: RECEIPT OF MISSION

MDMP StepsMDMP Steps

WARNO

WARNO

WARNO

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1. Alert the staff.

2. Gather the tools.

3. Update staff estimates.

4. Perform an initial assessment.

5. Issue the initial guidance.

6. Issue initial Warning Order.

Receipt of MissionReceipt of Mission

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Receipt of MissionReceipt of Mission1. Alert the Staff

FM 5-0 paragraph 3-46

Operations section alerts staff of pending planning requirement.

Unit SOPs identify:

- Who participates in mission analysis

- Who are the alternates

- Where they should assemble

Supporting and attached units have copies of your unit SOP so they understand their responsibilities.

If the commander desires collaborative planning, participants from subordinate units are notified.

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Mission analysis tools include:

- Higher HQ order or plan and operational graphics

- Maps of the area of operations (AO)

- Both own and higher HQ SOPs

- Appropriate field manuals

- Current staff estimates

- Other materials and products required

Staff will develop a list of requirements for each type of mission.

2. Gather the ToolsReceipt of MissionReceipt of Mission

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Receipt of MissionReceipt of Mission3. Update Staff Estimates

Each staff section begins updating their estimate:

- Status of friendly units and resources

- Continuous throughout the operations process

Staff members monitor, track, and aggressively

seek information important to their functional area.


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4. Perform an Initial Assessment Commander and staff conduct a quick initial assessment to determine: Time available from mission receipt to mission execution. Time needed to plan and prepare for the mission. Current IPB and other intelligence products available. Staff estimates already current and those that need updated. Time required to position critical elements for upcoming operation. Staff’s experience, cohesiveness, and level of rest

or stress.FM 5-0 paragraph 3-49


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Critical product is an initial operational time line: Allocation of available time to plan, prepare, and execute mission. Balance desire for detailed planning against time available to plan and prepare. Refined during mission analysis.

CofS / XO develops the staff planning time line: Outlines how long the staff can spend on each step. When products are due and to whom. Locations and times for meetings and briefings.

4. Perform an Initial Assessment

FM 5-0 paragraph 3-49- through 3-53


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Guidance to subordinate units as early as possible allows maximum time for their planning and preparation for operations.

Aggressively coordinate, de-conflict, integrate, and assess plans at all levels, vertically and horizontally.

General rule: allocate two-thirds of available time for subordinate units to conduct planning and preparation.

Time, more than any other factor, determines the detail to which the staff can plan.

Allocate Available Time(1/3d - 2/3d rule, 1/5ths - 4/5ths)

16:00 17:00 18:00 19:00 20:00 21:00 22:00 23:00 00:00 01:00 02:00 03:00 04:00

Order Due

Subordinate Unit’s Planning Time

Mission Execution

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(Multiple Course of Action Development)

Staff Planning Time LineReceipt of MissionReceipt of Mission

Receiptof

MissionMissionAnalysi

sCOADev

COACompariso

n

COAApprova

l

Orders Production

WARNO #1

WARNO #2

WARNO #3

MissionAnalysisBriefing

COAApprova

lBriefing

OPORDBriefin

g

OPORDIssued

COA Analysis

0100 hours

24 hours available

0330 0400 0630 0800

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Commander’s guidance includes: Initial operational time line.

Necessary coordination to perform, including liaison (LNOs) personnel to dispatch.

Authorized movement (to include positioning of C2 system nodes).

Additional staff tasks, to include specific information requirements.

Collaborative planning times and locations (if desired).

Initial IR or CCIR (as required).** Not to be confused with mission analysis task #15 - Issue the

Commander’s Planning Guidance. FM 5-0 paragraph 3-54

Receipt of MissionReceipt of Mission5. Issue the Initial Guidance

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WARNO should contain as a minimum: The type of operation.

The general location of the operation.

The initial operational time line.

Any movements to initiate.

Any collaborative planning sessions directed by the commander.

Initial IR or CCIR.

ISR tasks.

6. Issue WARNO #1Receipt of MissionReceipt of Mission

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Copy # of # copies Issuing HQ Place of issue

DTG

Message ref number

WARNING ORDER _______

References: Refer to higher headquarters OPLAN/OPORD, and identify map sheet for operation.

Optional.

Time Zone Used Throughout the Order: (Optional)

Task Organization: (Optional) (See paragraph 1c.)

1. SITUATION

a. Enemy forces. Include significant changes in enemy composition dispositions and courses of action.

Information not available for inclusion in the initial WARNO can be included in subsequent warning orders.

b. Friendly forces. (Optional) Only address if essential to the WARNO.

(1) Higher commander's mission.

(2) Higher commander's intent.

c. Attachments and detachments. Initial task organization, only address major unit changes.

2. MISSION. Issuing headquarters' mission at the time of the WARNO. This is nothing more than higher

headquarters' restated mission or commander's decisions during MDMP.

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3. EXECUTION.

Intent:

a. Concept of operations. Provide as much information as available, this may be none during the initial WARNO.

b. Tasks to units. Any information on tasks to units for execution, movement to initiate, reconnaissance to initiate, or security to emplace.

c. Tasks to combat support units. See paragraph 3b.

d. Coordinating instructions. Include any information available at the time of the issuance of the WARNO. It may include the following:

• CCIR. (Cdr’s Critical Information Requirement)

• Risk guidance.

• Deception guidance.

• Specific priorities, in order of completion.

• Time line.

• Guidance on orders and rehearsals.

• Orders group meeting (attendees, location, and time).

• Earliest movement time and degree of notice.

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4. SERVICE SUPPORT. (Optional) Include any known logistics preparation for the operation.

a. Special equipment. Identifying requirements, and coordinating transfer to using units.

b. Transportation. Identifying requirements, and coordinating for pre-position of assets.

5. COMMAND AND SIGNAL (Optional)

a. Command. State the chain of command if different from unit SOP.

b. Signal. Identify current SOI edition, and pre-position signal assets to support operation.

ACKNOWLEDGE: (Mandatory)

NAME (Commander's last name)

RANK (Commander's rank)

OFFICIAL: (Optional)

•

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TASK: Perform Step 1 of MDMP, Receipt of Mission, and issue commander’s initial guidance and the initial warning order.

CONDITION: In a classroom environment and given a higher HQ FRAGO or WARNO and all necessary documentation required.

STANDARD: Develop the initial operational time line, commander’s guidance and write WARNO #1.

Receipt of MissionReceipt of MissionPractical Exercise #1

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Practical Exercise #1Deliverables

Commander’s initial guidance.

Initial operational time line.

WARNO #1.


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Step 6: COA APPROVAL

Step 3: COA DEVELOPMENT

Step 4: COA ANALYSIS(WAR GAME)

Step 5: COA COMPARISON

Step 7: ORDERS PRODUCTION

INPUT OUTPUT

Step 2: MISSION ANALYSIS

Mission received from higher HQs or deduced by the commander and staff

Higher HQs order/plan Higher HQs IPB Staff Estimates


guidance, and CCIR Updated staff estimates Initial IPB products

Refined Cdr’s intent and planning guidance

Enemy COAs COA statement and sketches Wargame results Criteria for comparison

Decision Matrix

Approved COA Refined Cdr’s intent Refined CCIR

Cdr’s Initial Guidance WARNO


guidance Initial CCIR Updated staff estimates Initial IPB products Initial ISR plan Preliminary movement WARNO

Updated staff estimates and products

COA statements and sketch Refined Cdr’s intent and planning

guidance

Wargame results Decision support templates Task organization Mission to subordinate units Recommended CCIR

Decision matrix

Approved COA Refined Cdr’s intent Refined CCIR High pay-off target list WARNO

OPLAN/OPORD

Step 1: RECEIPT OF MISSION

MDMP StepsMDMP Steps

WARNO

WARNO

WARNO

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Purpose: Allow commander and staff to see the terrain, see the enemy, and see ourselves,

within the context of their assigned mission.

End state: The staff’s visualization of the operation in time and space communicated

to the commander.

Mission AnalysisMission Analysis

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Mission AnalysisMission AnalysisEnd Products

See the terrain - Where will we fight?

Terrain products help visualize the impact of

terrain on the operation:

MCOO as applicable.

Cartoons, photos, models.

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See the enemy - How will he fight? Time lines; initial Event Template. Enemy COAs - SITTEMPs, proposed HVTs,

discuss tactics, Order of Battle (OB), and options known versus templated, enemy critical events / decision points, enemy recon template.

NAI / TAI overlay. PIR. ISR and Security Concept - Mission Statement. Task organization, time line, necessary movement. Time of OPORD, NAI / PIRs.


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See ourselves - How we fit into higher HQ fight.

Specified, implied, essential tasks. Facts, assumptions, constraints. Capabilities and limitations by BOS. Integrated time lines Movement plan - if needed (plan, rehearse, prep). Restated mission.


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Mission Analysis TasksMission Analysis Tasks1. Analyze higher headquarters order.

2. Perform initial IPB.

3. Determine specified, implied and essential tasks.

4. Review available assets.

5. Determine constraints.

6. Identify critical facts and assumptions.

7. Perform risk assessment.

8. Determine initial CCIR and EEFI.

9. Determine the initial ISR plan.

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10. Update the operational time line.

11. Write the restated mission.

12. Deliver a mission analysis briefing.

13. Approve the restated mission.

14. Develop the initial commander’s intent.

15. Issue the commander’s planning guidance.

16. Issue Warning Order #2.

17. Review facts and assumptions.

Mission Analysis TasksMission Analysis Tasks

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TASK 1 - ANALYZE HIGHER TASK 1 - ANALYZE HIGHER HEADQUARTER’S ORDERHEADQUARTER’S ORDER

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Mission AnalysisMission Analysis 1. 1. Analyze Higher HQ Order

It allows the commander and his staff to begin battlefield visualization. What are the higher headquarters:

- Commander’s intent- Mission- Available assets- Area of operations (AO)- Concept of operations - Operational time line

What are the missions of adjacent, supporting, and supported units?

What is the area of operations? What is the unit mission in relation to higher’s

mission and commander’s intent?

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Paragraph 2. MISSION STATEMENT

The primary goal of the mission:- Attack, Defend - Restore order, Prevent terrorism- Direct Support, Reinforce

Mission start time:- NLT, NET, On Order, Be Prepared

Seek clarification with issuing HQ


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Paragraph 3. EXECUTION – Commander’s intent: End state – conditions the force must meet to succeed. Key tasks – what the force must do to achieve end state. Expanded purpose: broader operational context of the mission.

Paragraph 3a. Concept of the operations: Provide as much information as available.


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TASK 2 – PERFORM TASK 2 – PERFORM INTELLIGENCE PREPARATION INTELLIGENCE PREPARATION

OF THE BATTLEFIELD (IPB)OF THE BATTLEFIELD (IPB)

Mission Analysis Mission Analysis

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The IPB is a SYSTEMATIC, CONTINUOUS PROCESS of analyzing the threat and effects of the battlefield environment on the unit.

Define the Battlefield Environment: Includes identifying characteristics that influence friendly and threat operations.

Describes the Battlefield Effect: Includes effects of terrain, weather, and civil considerations.

Evaluate the Threat: Analyzing intelligence to determine how adversaries organize for combat and conduct operations under similar circumstances.

Determine Threat Courses of Action: All combat multipliers enemy could use.


Mission Analysis Mission Analysis 2. Perform IPB

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Mission Analysis Mission Analysis 2. Perform IPB

IPB products will include: Modified combined obstacles overlay (MCOO).

Enemy situational template (SITTEMP).

High-value targets (HVT). Involves the entire staff – not just an S2

function.


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TASK 3 – DETERMINE TASK 3 – DETERMINE SPECIFIED, IMPLIED AND SPECIFIED, IMPLIED AND

ESSENTIAL TASKSESSENTIAL TASKS


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SPECIFIED TASKS – Specifically assigned to a unit by its higher headquarters.

IMPLIED TASKS – Must be performed to accomplish a specified task, but which are not stated in a higher headquarters order.

ESSENTIAL TASKS – Must be executed to accomplish the mission. These tasks come from SPECIFIED and IMPLIED TASKS and ARE ALWAYS INCLUDED IN THE RESTATED MISSION.



3. Determine Specified, Implied and Essential Tasks

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All Tasks

123456789101112131415161718

FROM TASK S I E

NOTES:

NOTES: 1. Tasks taken from themission, concept of the operation, commander’s intent, scheme of maneuver, sub unit tasks, coordinatinginstructions and annexes. 2. Prepared by the entire staff. Consolidated by Assistant G3 or S3.

Identifying Specified and Implied Tasks

Identifying the Tasks

Mission Establish Vehicle Checkpoint at X X MB12345678 NLT 0500hrs

2OCT05

Mission Conduct tactical road march to checkpoint location X

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Mission AnalysisMission AnalysisPractical Exercise #2

TASK: Perform tasks 1, 2, and 3 of Mission Analysis, producing initial IPB products, specified, implied, and essential tasks.


STANDARD: Have a basic understanding of HQ’s OPORD and a thorough knowledge of tasks 1 through 3 of Mission Analysis.

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Produce initial IPB products. Specified, Implied and

Essential Tasks List.


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QUESTIONS?

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TASK 4 – REVIEW TASK 4 – REVIEW AVAILABLE ASSETSAVAILABLE ASSETS

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Mission AnalysisMission Analysis4. Review Available Assets

Commander and staff examine additions and deletions from:

- Current task organization- Support relationships

Status (current capabilities and limitations of all units):

- Consider relationships between essential, specified, implied tasks

- Determine if the unit has the assets to perform all tasks- Identify additional resources needed for mission

success

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Unit Task Organization

Additions and deletions.

Support relationships (attached, OPCON).

Unit status (soldiers, equipment).

Determine if the unit has the assets to perform all specified and implied tasks.

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TASK 5 - DETERMINE TASK 5 - DETERMINE CONSTRAINTSCONSTRAINTS

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Mission AnalysisMission Analysis5. Determine Constraints

Commander and staff identify and understand the higher headquarters commander’s constraints.

Constraints take the form of: A requirement to do something (e.g., maintain a reserve of one company). A prohibition on action (e.g., no forward recon of

Phase Line Bravo before H-hour).

Normally found in: Scheme of maneuver. Concept of operation. Coordinating instructions.

FM 5-0, paragraph 3-70

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TASK 6 - IDENTIFY CRITICAL TASK 6 - IDENTIFY CRITICAL FACTS AND ASSUMPTIONSFACTS AND ASSUMPTIONS

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Mission AnalysisMission Analysis6. Identify Critical Facts

and Assumptions

Gather two categories of information concerning assigned tasks:

FACTS – Known data concerning the situation, including enemy and friendly dispositions, available troops, unit strengths and material readiness.

ASSUMPTIONS – Current or future situations that are assumed to be true in the absence of facts and required for the process of planning.

FM 5-0 paragraph 3-71-73

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Mission AnalysisMission Analysis6. Identify Critical Facts

and Assumptions Assumptions should be:

VALID – the assumption is likely to be true.

NECESSARY – whether or not the assumption is ESSENTIAL for planning.

REPLACED – with facts as soon as possible.

FM 5-0 paragraph 3-71-74.

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TASK 7 - PERFORM RISK TASK 7 - PERFORM RISK ASSESSMENTASSESSMENT

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Mission AnalysisMission Analysis 7. Perform Risk Assessment

The commander and staff perform an initial risk assessment to identify:

Tactical risk as related to the presence of an enemy.

Accidental risk as related to all other hazards.

Risk level for each hazard.


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1. Identify hazards.

2. Assess hazards.

3. Develop controls, determine residual risks, and make risk decisions.

4. Implement controls.

5. Supervise and evaluate.

RisksCosts

MissionBenefits


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Risk/Hazard Examples: Tactical Risks:

– Bridges: enemy may demo or seize first– Friendly logistics support located near

fwd line Accidental Risks:

– Flow of traffic along highways– Weather: heat, fatigue – troop hydration– Animals / insects

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TASK 8 - DETERMINE INITIAL TASK 8 - DETERMINE INITIAL COMMANDER’S CRITICAL COMMANDER’S CRITICAL

INFORMATION REQUIREMENTS INFORMATION REQUIREMENTS (CCIR) AND ESSENTIAL (CCIR) AND ESSENTIAL

ELEMENTS OF FRIENDLY ELEMENTS OF FRIENDLY INFORMATION (EEFI)INFORMATION (EEFI)

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Mission AnalysisMission Analysis 8. Determine Initial CCIRs and EEFIs

CCIR are critical to the commander’s visualization of the fight and assist him in making

critical battlefield decisions at the right time and place.

CCIR help the commander to:- Filter information down to what is really

important- Focus the efforts of his staff and

subordinates- Assist in allocation of resources- Assist the staff in making recommendationsFM 5-0 paragraph 3-79

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Normally limited to 10 or less to enhance comprehension and focus on what is needed.

Time sensitive – they drive decisions at decision point.

Assist the COMMANDER with timely decisions.

The STAFF nominates information requirements (IR) to become CCIR.

Mission AnalysisMission Analysis 8. Determine Initial CCIR

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Priority Intelligence Requirements (PIR): Information about the enemy in the form of a question.

Friendly Forces Information Requirements (FFIR):Information about the capabilities of his or adjacent units.


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CCIR Examples:PIR When and where will the ACF fire mortar

rounds at FOB Victory (LTIOV H+53). Will Mullah Wali maintain loyalty if we

conduct a cordon and search on his nephew’s house (LTIOV H+72).

FFIR When our vehicles fall to 75% Operational. Kandak “Amber” status in Fuel or

Ammunition.

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Essential Elements of Friendly Information (EEFI):- Not part of CCIR, but are a commander’s priority

- What enemy commanders want to know about friendly forces and why

- EEFI are the basis for the command’s operation security (OPSEC) plan


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EEFI Examples:

Unit identification of inbound troops.

Protection of criteria to use the quick reaction force (QRF)

Number of friendly deaths and injuries.

Future fielding of Army equipment.

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TASK: Perform tasks 4-8 of Mission Analysis producing a list of available assets, constraints, critical facts and assumptions, risk assessment, and initial CCIRs and EEFIs.


STANDARD: Have a basic understanding of HQ’s OPORD and a thorough knowledge of tasks 4 through 8 of Mission Analysis.

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Develop Task Organization. Constraints. Facts and Assumptions. Risk Assessment. CCIR.



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QUESTIONS?

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TASK 9 - DETERMINE INITIAL TASK 9 - DETERMINE INITIAL INTELLIGENCE, SURVEILLANCE, INTELLIGENCE, SURVEILLANCE,

AND RECONNAISSANCE (ISR) AND RECONNAISSANCE (ISR) PLANPLAN

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Mission AnalysisMission Analysis9. Determine the Initial ISR Plan

Based upon initial IPB: Identify gaps in the intelligence effort.

ISR plan: Is crucial to the collection efforts to help answer

information requirements in developing effective plans.

ISR taskings are updated when the CCIR changes or more information becomes available.


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1. AO for surveillance and reconnaissance assets.2. ISR tasks.3. Provisions for commo,

logistics, and fire support.4. Task organization.5. The reconnaissance

objectives.6. CCIR and IR.

7. LD or LC time. 8. Initial NAIs. 9. Routes to the AO and passage of lines instructions. 10.Fire support coordinating measures and airspace control measures. 11.Provisions for medical evacuation.

ISR Plan should contain 11 items:


Mission AnalysisMission Analysis9. Determine the Initial ISR Plan

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TASK 10 – UPDATE THE TASK 10 – UPDATE THE OPERATIONAL TIME LINEOPERATIONAL TIME LINE

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Commander and staff refine their plan for the use of available time.

Compare the higher headquarters time line.

Compare operational time line to enemy time line developed in IPB.

10. Update the Operational Time Line

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Also refine the staff planning time line.

This time line includes:

- Subject, time, and location of briefings

- Times and medium of collaborative

planning sessions

- Times, locations, and forms of rehearsals


Mission AnalysisMission Analysis10. Update the Operational

Time Line

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MDMP Parallel Planning

FM 5-0, Figure 1-7

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TASK 11 – WRITE THE TASK 11 – WRITE THE RESTATED MISSIONRESTATED MISSION

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Mission AnalysisMission Analysis11. Write the Restated Mission

C/S, XO or S3 prepares a recommended mission statement.

Based on the mission analysis.

Mission statement is a short sentence or paragraph describing the unit’s essential task and purpose that indicate action to be taken and the reason for doing so.


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Must contain all elements of mission statement:

Mission AnalysisMission Analysis11. Write the Restated Mission

Who - will execute the operation (unit / organization)?

What - is the unit’s essential task (i.e. occupy, defeat)

When - will the operation begin (by time or event) or what is the duration of the operation?

Where - will the action occur (AO, objectives, grid coordinates)?

Why - will each force conduct the operation (for what purpose or reason)?

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Restated Mission Statement Example:

1ST Brigade (Who) secures (What/task) HERAT INT AIRPORT (Where) NLT Day/Time (When) to allow forces to air-land into A0 VICTORY (Why/purpose). On order (When), secure (What/task) OBJ GOLD (Where) to prevent ACF from crossing the HARIRUD RIVER and disrupting operations in AIRHEAD VICTORY (Why/purpose).


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TASK 12 – DELIVER A TASK 12 – DELIVER A MISSION ANALYSIS BRIEFINGMISSION ANALYSIS BRIEFING

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Mission AnalysisMission Analysis12. Deliver A Mission Analysis

BriefingThe staff briefs the commander on:

Mission and commander’s intent two levels up.

Mission, commander’s intent, concept of operations, and deception plan.

Review of commander’s initial guidance.

Initial IPB products (MCOO, SITTEMP, HVTL).

Pertinent facts and assumptions.

Specified, Implied and Essential tasks.FM 5-0 paragraph 3-100

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Constraints on the operation. Forces available. Initial risk assessment. Recommended initial CCIR and EEFI. Recommended time lines. Recommended collaborative planning sessions. Recommended restated mission.


Mission AnalysisMission Analysis12. Deliver A Mission Analysis

Briefing

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TASK 13 - APPROVE THE TASK 13 - APPROVE THE RESTATED MISSIONRESTATED MISSION

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Mission AnalysisMission Analysis13. Approve the Restated Mission

After the mission analysis briefing, the commander approves the restated mission. - Staff’s recommended restated mission - Modified version of staff’s recommendation - Restated mission that he has developed himself Once approved, the restated mission becomes the unit mission.


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TASK 14 - DEVELOP THE TASK 14 - DEVELOP THE INITIAL COMMANDER’S INTENTINITIAL COMMANDER’S INTENT

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Mission AnalysisMission Analysis14. Develop the Initial Commander’s Intent

A clear, concise statement of what the force must do to succeed, but not the method (COA / Concept of Operations) of achieving the end state.

This is the link between the mission and the concept of operations. It states the key tasks that allow

subordinate commanders to exercise initiative when unanticipated situations arise or when the original concept of operations no longer applies.

Normally does not exceed five sentences.

3 Parts: Expanded Purpose, Key Tasks, End State.


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TASK 15 - ISSUE THE TASK 15 - ISSUE THE COMMANDER’S PLANNING COMMANDER’S PLANNING

GUIDANCEGUIDANCE

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What is the commander’s planning guidance? Developed from the commander’s visualization.

May be broad or detailed, as circumstances require.

Focuses on COA development, analysis, and comparison.

Specific guidance focuses on the essential tasks.

Addresses each BOS plus CMO and IO.

Focuses the staff’s activities in planning the operation.


Mission AnalysisMission Analysis15. Issue Commander’s

Planning Guidance

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Planning Guidance

Commander’s guidance can: Save staff time by stating planning options

the commander does and does not want to consider.

Be written, graphic, or oral

Allow staff to concentrate on developing COAs that meet the commander’s intent.

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Types of elements in commander’s guidance:


Planning Guidance

- Decisive operation

- Decisive points

- Both friendly and enemy COAs to consider or not

- Initial CCIR

- Potential key decisions

- ISR guidance

- Risk - Operational time line

- Type of order to issue

- Priorities for the BOS

- Military deception

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TASK 16 - ISSUE A TASK 16 - ISSUE A WARNING ORDER WARNING ORDER (Warning Order #2)(Warning Order #2)

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Mission AnalysisMission Analysis16. Issue Warning Order #2

At a minimum a warning order should contain:

Issued to subordinate and supporting units.

The approved unit mission statement

Commander’s intent Task organization changes Attachment / detachment The unit AO CCIR and EEFI Risk guidance Surveillance and recon

instructions

Initial movement instructions Security measures Military deception guidance Mobility and counter-mobility

guidance Specific priorities Updated operational time line Guidance on collaborative

events and rehearsals

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TASK 17 - REVIEW FACTS TASK 17 - REVIEW FACTS AND ASSUMPTIONSAND ASSUMPTIONS


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Mission AnalysisMission Analysis 17. Review Facts and

Assumptions Periodic and ongoing review. Facts change and cause corresponding

changes in assumptions; new facts may alter requirements.

The commander and staff must assess impacts of changes on the plan and make necessary adjustments.


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17 task process.

Begins with receipt of mission.

Includes review of orders 2 levels higher.

Last step continues indefinitely.

IPB is one step of this process.

Is very time sensitive.

Can be performed in a time constrained environment with directives from the commander.


ReviewReview

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ACTION: Perform tasks 9-17 of Mission Analysis.

CONDITION: In a classroom environment and given a higher HQ FRAGO or WARNO, all necessary documentation required, and all products developed during mission analysis.

STANDARD: Have a basic understanding of HQ’s OPORD and a thorough knowledge of tasks 9-17 of Mission Analysis. Produce a time line, restated mission, Mission Analysis briefing, commander’s intent, commander’s guidance, WARNO #2, and update facts and assumptions.

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Deliverables ISR requirements. Operational time line. Restated mission. Mission Analysis briefing. Approved restated mission. Initial Commander’s intent. Commander’s planning guidance. Warning Order #2. Updated facts and assumptions.

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C/S,XO Intro / Purpose C/S,XO Area of Ops / Interest G/S3 Mission, Intent, Concept 2 levels up G/S3 Review Cdr’s Initial Guidance G/S2 Initial IPB Products

Weather / Terrain (MCOO) Effects Enemy Situation / Vulnerabilities Enemy COAs

G/S3 Specified / Implied / Essential Tasks G/S3 Constraints on the Operation G/S3 Facts & Assumptions G/S3 Risk G/S3 Recommended CCIR G/S3 Task Org / Assets Available (TTP) G/S4 Logistics Status (by exception) FSO Capabilities & Recommended EFSTs BOS By Exception (also including CMO and IO) C/S,XO Recommended Time Lines & Restated Mission

Mission AnalysisMission AnalysisRecommended MA Brief FormatRecommended MA Brief Format

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QUESTIONS?

1 module 1 receipt of mission & mission analysis

Documents

staff products

mission analysis tools

conduct mission analysis

mission analysismission

mission analysis phase

type of mission

restated mission statement

initial warno