12-65. The assistant chief of staff, intelligence (G-2 [S-2]) portrays the enemy forces and other variables of the operational environment during rehearsals. The G-2 (S-2) bases actions on the enemy course of action that the commander selected during the MDMP. The G-2 (S-2)—

2-4. Planning techniques and methods vary based on circumstances. Planners may plan forward, starting with the present conditions and laying out potential decisions and actions forward in time. Planners also plan in reverse, starting with the envisioned end state and working backward in time to the present. Planning methods may be analytical, as in the MDMP, or more systemic, as in the Army design methodology (ADM).

9-19. While gathering the necessary tools for planning, each staff section begins updating its running estimate—especially the status of friendly units and resources and key civil considerations that affect each functional area. Running estimates not only compile critical facts and assumptions from the perspective of each staff section, but also include information from other staff sections and other military and civilian organizations. While listed at the beginning of the MDMP, this task of developing and updating running estimates continues throughout the MDMP and the operations process. (See chapter 8 for more information on running estimates.)

1-71. Commanders and staffs integrate the warfighting functions and synchronize the force to adapt to changing circumstances throughout the operations process. They use several integrating processes to do this. An integrating process consists of a series of steps that incorporate multiple disciplines to achieve a specific end. For example, during planning, the military decision-making process (MDMP) integrates the commander and staff in a series of steps to produce a plan or order. Key integrating processes that occur throughout the operations process include—

2-92. The military decision-making process is an iterative planning methodology to understand the situation and mission, develop a course of action, and produce an operation plan or order. It is an orderly, analytical process that integrates the activities of the commander, staff, and subordinate headquarters in the development of a plan or order. The MDMP helps leaders apply thoroughness, clarity, sound

3-43. Decide is the first function in targeting and occurs during the planning portion of the operations process. It is the most important function, requiring close interaction between the commander, intelligence, plans, operations, the fires cell, and staff judge advocate. It begins during the mission analysis portion of the MDMP and continues throughout the operation. The staff develops (decide) information to address:

9-208. Although parallel planning is the norm, maximizing its use in time-constrained environments is critical. In a time-constrained environment, the importance of WARNORDs increases as available time decreases. A verbal WARNORD now, followed by a written order later, saves more time than a written order one hour from now. The staff issues the same WARNORDs used in the full MDMP when abbreviating the process. In addition to WARNORDs, units must share all available information with subordinates, especially IPB products, as early as possible. The staff uses every opportunity to perform parallel planning with the higher headquarters and to share information with subordinates.

6-13. Commanders monitor MOEs and evaluate variances and change indicators for cause and effect to forecast failure or to identify a critical point of failure in an activity or operation. Based on this assessment, resources can be reassigned to mitigate the overall risk to the mission or to support or reinforce specific local security efforts. The goal is to anticipate the need for action before failure occurs, rather than react to an unplanned loss. Thorough staff planning during the MDMP allows commanders to accelerate decision making by preplanning responses to anticipated events through the use of battle drills, branches, and sequels. War-gaming critical events also allows commanders to focus their critical information requirements and the supporting information collection effort. Information developed during this process can be used to develop EEFI and indicators or warnings that relate to the development of protection priorities.

5-13. Risk management is the Army's primary process for identifying and controlling risks during operations. Risk management is the process to identify, assess, and control risks and make decisions that balance risk cost with mission benefits (JP 3-0). The chief of protection (or S-3 in units without a protection cell), in coordination with the safety officer, integrates risk management into the MDMP. The intelligence staff participates in the overall risk management process and integrates risk management into collection management when recommending tasks for information collection assets.

2-63. OPSEC applies to all operations. OPSEC is a force multiplier that can maximize operational effectiveness by saving lives and resources when integrated into operations, activities, plans, exercises, training, and capabilities. Good field craft and the disciplined enforcement of camouflage and concealment are essential to OPSEC. The unit OPSEC officer coordinates additional OPSEC measures with other staff and command elements and synchronizes with adjacent units. The OPSEC officer develops OPSEC measures during the military decisionmaking process (MDMP). The assistant chief of staff, intelligence, assists the OPSEC process by comparing friendly OPSEC indicators with enemy or adversary intelligence collection capabilities.

4-3. Medium-structured problems are more interactively complex than well-structured problems. For example, a field manual describes how a combined arms battalion conducts a defense, but it offers no single solution that applies to all circumstances. Leaders may agree on the problem and the end state for the operation. However, they may disagree about how to apply the doctrinal principles to a specific piece of terrain against a specific enemy. Medium-structured problems may require iterations of the problem solving process, troop leading procedures, or the MDMP.

3-60. OPSEC is the properly implemented measures and countermeasure that protect EEFI from enemy or adversary observation and collection. OPSEC is fully integrated into all plans and orders, and begins during receipt of the mission. The OPSEC planner begins to identify EEFI by analyzing the enemy’s capabilities, with special emphasis on the enemy’s ability to conduct reconnaissance, surveillance, intelligence gathering, and information collection directed at the unit. Once the EEFI are initially developed, the OPSEC planner focuses on protecting this information during the remaining steps of the MDMP and refining the process. OPSEC measures and countermeasures are developed using the risk assessment matrix to determine OPSEC vulnerabilities and residual risk associated with each measure or countermeasure.

2-50. The tactical level of warfare is the level of warfare at which battles and engagements are planned and executed to achieve military objectives assigned to tactical units or task forces (JP 3-0). Tactical-level planning revolves around how best to achieve objectives and accomplish tasks assigned by higher headquarters. Planning horizons for tactical-level planning are relatively shorter than planning horizons for operational-level planning. Tactical-level planning works within the framework of an operational-level plan and is addressed in Service doctrine or, in the case of multinational operations, the lead nation’s doctrine. Army tactical planning is guided by the MDMP for units with a staff and TLP for small-units without a staff.

4-2. Well-structured problems are easy to identify, required information is available, and methods to solve them are somewhat obvious. While often difficult to solve, well-structured problems have verifiable solutions. Problems of mathematics and time and space relationships, as in the case with detailed logistics planning and engineering projects, illustrate well-structured problems. For well-structured problems, leaders may use the problem solving process, troop leading procedures, or the military decisionmaking process (MDMP).

2-90. When problems are difficult to identify, the operation’s end state is unclear, or a COA is not self- evident, commanders employ ADM. This is often the case when developing long-range plans for extended operation or developing supporting plans to the CCP and associated contingencies. The results of ADM include an understanding of an OE and problem, the initial commander’s intent, and an operational approach that serves as the link between conceptual and detailed planning. Based on their understanding and learning gained during ADM, commanders issue planning guidance—to include an operational approach—to guide more detailed planning using the MDMP. (See ATP 5-0.1 for techniques for employing ADM.)

3-61. The Army’s portion of cyberspace, the DODIN-A, is a single, secure, standards-based, versatile infrastructure nested within the DODIN. It is linked by networked, redundant transport systems, sensors, warfighting and business applications, and services. The DODIN-A provides Soldiers and civilians timely and accurate information in any environment to enable decisive action with our unified action partners. The DODIN-A provides all Army information capabilities that collect, process, store, display, disseminate, and protect information worldwide and provides a powerful tool for leaders to use in synchronizing their efforts. The primary signal operations planner is an active member of the operations process to ensure supportability and feasibility of the signal plan being considered throughout the MDMP. Refer to table 3-4.