D4-202 MDMP _Checklist_ by pengxiang


									                            MDMP Checklist
                             (FM 5.0, Chapter 3)

1. Receipt of Mission.
    Alert the Staff (CDR, XO)

    Gather the Tools – OPORD, Graphics, Maps, References, SOPs etc

    Update Staff Estimates
    Perform an Initial Assessment

    Issue the Initial Guidance

    Issue the Initial Warning Order (Starts Parallel Planning Process)

2. Mission Analysis.
    Analyze the Higher Headquarters Order

    Perform Initial Intelligence Preparation of the Battlefield

         Define the Battlefield Environment
         Describe the Battlefield’s Effects (Quantify for F and E COAs)
         Evaluate the Threat (NOT Just Military Threat)
         Determine Enemy COA (S2 – Enemy End State / Think RED)
    Determine Specified, Implied and Essential Tasks
    Review Available Assets

         Attachments and Detachments (Unique Requirements?)
         Status on Equipment, Personnel and Classes of Supply
    Determine Constraints (Restrictions from Higher)(Action or Inaction)

    Identify Critical Facts and Assumptions
    Perform Risk Assessment (Continues THROUGHOUT the MDMP)

    Determine Information Requirements and Initial CCIR (PIR and EEFI)
    Determine the Initial Intelligence, Surveillance and Recon Plan

    Update the Operational Timeline (Remember Subordinate’s needs)

    Write the Restated Mission (Who, What, When, Where, Why)
    Deliver a Mission Analysis Briefing

    Approve the Restated Mission
    Develop the Initial Commander’s Intent

    Issue the Commander’s Planning Guidance (Clear and Concise – Focus

     Staff Activities)
    Issue a Warning Order (#2)

    Review Facts and Assumptions

3. Course of Action Development.
    Development Criteria:

        Suitable – Does COA Accomplish the Mission?
        Feasible – Is COA Possible give Time, Space, Resources?
        Acceptable – Is COA Justified ITO Resources, esp Casualties?
        Distinguishable – Are COAs Significantly Different from One Another?
        Complete – Branches and Sequels Considered / Documented
     Analyze Relative Combat Power
     Generate Options
     Array Initial Forces
     Develop the Concept of Operations
     Assign Headquarters
     Prepare COA Statements and Sketches (Control Measures!!!)
     Conduct COA Briefing and Receive Additional Commander’s Guidance

4. Course of Action Analysis (WAR-GAMING)
    Objective “Action, Reaction, Counteraction” Process – NO “Thin Skins”

        Gather Tools (Estimates, Templates, COAs “All BOS”, Maps)
        List Friendly Forces (Attachments & Detachments)
        List Assumptions
        List Critical Events and Decision Points
        Determine Evaluation Criteria (Later becomes basis for the Decision
        Select the War-gaming Method (Box, Belt, Avenue in Depth)
        Select a Method to Record and Display Results (Includes
          Synchronization Matrix)
        War-game the Battle and Assess the Results (Each Friendly COA vs.
          ECOA – Record the Results)
    COA Analysis Briefing is OPTIONAL

5. Course of Action Comparison.
    Compare COA War-gaming Results by Category (Evaluation Criteria)

    Use Evaluation Criteria to CRITICALLY Rate Results Relative to Each COA
    Record Results (Weighted Criteria?)(HIGHER is Better)

6. Course of Action Approval.
    Brief Commander (COA Decision Briefing)
         FULL Briefing – Mission/Intent, COA by Phase/BOS, Etc
         Identify Methodology Used and Present Dissenting Opinions
         RECOMMEND a COA, BUT Do Not Prejudice the CDR
    Receive Commander’s Decision (“As Is”, “As Modified”, or “Other”)

    Receive Commander’s Final Planning Guidance

    Issue a Warning Order (#3)

7. Orders Production.
    Produce Order (Standard or Matrix)(Annexes)(Graphics)

         Mission and Intent Should Clear and Concise Enough to STAND
         Integrate and Implement Risk Reduction
         Commander or XO Reviews Product Before Issue
    Issue Order to Subordinate Elements

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