Training and Evaluation Outline Report

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1 Training and Evaluation Outline Report Status: 27 Nov 2019 Effective Date: 08 Feb 2021 Task Number: 71-TA-5111 Task Title: Conduct the Military Decision Making Process Distribution Restriction: for public release; distribution is unlimited. Destruction Notice: None Foreign Disclosure: FD1 - This training product has been reviewed by the training developers in coordination with the Fort Leavenworth, KS foreign disclosure officer. This training product can be used to instruct international military students from all approved countries without restrictions. Supporting Reference(s): Step Number Reference ID Reference Name Required Primary Source Information (SUPERSEDED) ADP 1-02 Terms and Military Symbols Yes No ADP 3-0 Operations Yes No ADP 5-0 The Operations Process Yes No ADP 6-0 FM 6-0 Mission Command dr_a/pdf/adp6_0_new.pdf Yes COMMANDER AND STAFF Yes ORGANIZATION AND OPERATIONS (THIS ITEM IS PUBLISHED W/ BASIC INCL C1 AND C2) No Yes Conditions: The theater army (TA) receives an order from higher headquarters or the commander derives a mission to conduct the military decision making process (MDMP). The commander issues guidance on conducting the MDMP in a dynamic and complex operational environment, with hybrid threats, contesting theater army objectives in all five domains (air, land, sea, space, and cyberspace), the information environment (IE), the electromagnetic spectrum (EMS), and throughout operations to achieve mission objectives. All eight operational variables of PMESII-PT are present. The order from higher headquarters includes all applicable overlays and/or graphics, area of operation (AO) boundaries, control measures, and criteria for subsequent tactical actions. All necessary personnel and equipment are available. The TA maintains communications with subordinate units, adjacent units, and higher headquarters. The commander has organized the four components of the command and control system to support decisionmaking, facilitate communication, and conduct operations. Note 1: The conditions statement for this task determines the highest training conditions reflected in the Objective Task Evaluation Criteria Matrix are required for the evaluated unit to receive a fully trained (T) or trained (T-) rating. However, a unit can only receive a T/T- rating if the task is executed under these conditions and during an external evaluation. Note 2: Conduct and evaluate this task in conjunction with another tactical task, such as Conduct an Attack. The unit will not prepare for tactical operations absent an overarching mission requiring support (not required for all tasks). Environment: Some iterations of this task should be performed with degraded command and control networks, degraded conditions in the electromagnetic spectrum, and/or degraded, denied, and disrupted space operations environment (D3SOE). This task should be trained under IED threat conditions. Some iterations of this task should be performed in MOPP 4. Standards: The TA conducts the MDMP to assist the commander in understanding the situation and mission, making decisions, and synchronizing those decisions into a fully developed plan or order. The TA conducts the MDMP in accordance with (IAW) FM6-0, the Army Ethic, established timelines, the commander's intent, orders from higher headquarters, and standard operating procedures (SOP). The Objective Task Evaluation Criteria Matrix (below) is the Army's standard evaluation criteria used by commanders to objectively assess their unit's collective task training conducted during collective training events. Task assessment is determined by the environment, percentages of leaders and Soldiers present at training, task performance, and external task evaluation. For example, in order to receive a fully trained (T) rating, a unit must perform this task incorporating the identified training environment; with 85% of unit leaders and 80% of Soldiers present for training; attaining 90% on performance measures, 100% on critical performance measures, and 90% on leader performance measures; and with an external evaluation. Failure to meet any one of these criteria will result in a lower than (T) rating. Note: Leaders are defined as the commander, deputy commanders, commanders of assigned/attached units (divisions and brigades), chief of staff (CoS ), command sergeant major, G-1, G-2, G-3, G-4/chief of sustainment, G-5, G-6, G-7, G-9/civil affairs officer, chief of current operations, chief of future Page 1

2 operations, functional cell chiefs, electronic warfare officer, TA engineer, aviation officer, chief of fires, air liaison officer, information operations officer, knowledge management officer, chief of protection, air and missile defense officer, provost marshal, personnel recovery officer, chemical, biological radiological, and nuclear officer, staff judge advocate, TA surgeon, public affairs officer and any other leader on the TA modified table of organization and equipment (MTOE) that the commander deems essential to conducting the MDMP. Live Fire: No Objective Task Evaluation Criteria Matrix: Plan and Prepare Execute Assess Operational Environment BDE & Above Training Environment (L/V/C) Leaders Present at Training/Required Present at Training/Required External Eval Measures Critical Measures Leader Measures Evaluator's Observed Task Proficiency Rating Commander's Assessment Dynamic and Complex (All OE Variables and Hybrid Threat) Dynamic and Complex (All OE Variables and Single Threat) Dynamic and Complex (<All OE Variables and Single Threat) Night Day Live, Constructive. >=85% 75-84% 65-74% 60-64% <=59% >=80% 75-79% 60-74% <=59% Yes No >=90% 80-90% 65-79% 51-64% <=50% All <All >=90% 80-89% <=79% T T- P P- U T T- P P- U Remarks: For questions, concerns, or comments, please contact: Notes: None Safety Risk: Low Page 2

3 Task Statements Cue: The TA receives a mission or derives a mission requiring it to conduct the military decision-making process. DANGER Leaders have an inherent responsibility to conduct risk management to ensure the safety of all Soldiers and promote mission accomplishment. WARNING Risk management is the Army s primary decision-making process to identify hazards, reduce risk, and prevent both accidental and tactical loss. All Soldiers have the responsibility to learn and understand the risks associated with this task. CAUTION Identifying hazards and controlling risks across the full spectrum of Army functions, operations, and activities is the responsibility of all Soldiers. Page 3

4 NOTE: Assess task proficiency using the task evaluation criteria matrix. Steps and Measures NOTE: Asterisks (*) indicate leader steps; plus signs (+) indicate critical steps. STEP/MEASURE GO NO-GO N/A +* 1. The commander and staff conduct the military decision making process (MDMP) while supporting command and control activities during the operations process: planning, preparing, executing, and continuously assessing the operation: * a. The commander, supported by the staff, drives the operations process through understanding, visualizing, describing, directing, leading, and assessing operations in accordance with established timelines, the higher commander s intent, orders from higher headquarters, and standard operating procedures. * b. The commander informs and influences relevant audiences. +* 2. The commander and staff continue to plan the operations by conducting the MDMP in accordance with the operational timeline, the desired end state, and the commander s intent. Note: The commander and staff continuously plan for and coordinate security operations, protection, terrain management, and airspace control. a. Review available assets and identify resource shortfalls. b. The staff, led by the chief of staff (CoS), develops a staff planning timeline, and initiates these actions upon receipt of a mission: (1) The current operations cell (CUOPs) battle major alerts the staff to a planning requirement. (2) The staff gathers needed tools including, but not limited to: (a) Applicable doctrinal publications (Including AP 1-02, Terms and Military Symbols). (b) All documents related to the mission and area of operations, including the higher headquarters operation plan (OPLAN) and operation order (OPORD), maps and terrain products, and operational graphics. units. process. (c) Higher headquarters and other organizations intelligence and assessment products. Note: Army design methodology (ADM) products are typically only developed at brigade or higher echelons. (d) Estimates and products of other military and civilian agencies and organizations. (e) Standing operating procedures (SOPs) used internally and by the higher headquarters. (f) Updated running estimates. (g) Any Army design methodology (ADM) products (if applicable). (3) Update running estimates. (4) Conduct an initial assessment to help the commander determine: (a) The time needed to plan and prepare for the mission for both headquarters and subordinate (b) Guidance on conducting the ADM and abbreviating the MDMP, if required. (c) Which outside agencies and organizations to contact and incorporate into the planning (d) The staff s experience, cohesiveness, and level of rest or stress. (5) Issue the commander's initial guidance including: (a) Initial time allocations. (b) A decision to initiate ADM (if applicable) or proceed directly into the MDMP. (c) How to abbreviate the MDMP, if required. (d) Necessary coordination to perform, including liaison officers to exchange. (e) Authorized movements and initiation of information collection. (f) Collaborative planning times and locations. (g) Initial information requirements. (h) Additional staff tasks. (6) The commander and staff establish a battle rhythm to assist in integrating and synchronizing the activities, meetings, and reports within their headquarters, with their higher headquarters, and with subordinate units. (7) The G-3 publishes the first warning order (WARNORD #1) following receipt of mission that includes: (a) Type of operation. (b) Operation vicinity. (c) Initial timeline. (d) Any movement or reconnaissance to initiate. c. The commander and staff conduct mission analysis. Page 4

5 (1) Commander and staff analyze the higher headquarters plan or order to completely understand: Commander's intent. Mission. Concept of operations. Available assets. Timeline. Missions of adjacent, supporting, and supported units and their relationships to the higher headquarters' plan. The mission of unified action partners (UAP) within the operational areas. Their assigned area of operations. (2) Perform initial intelligence preparation of the battlefield (IPB). (3) Determine specified, implied, and essential tasks. (4) Review available assets and identify resource shortfalls. (5) Determine constraints. (6) Identify critical facts and develop assumptions. (7) Begin risk management. (8) Develop initial commander s critical information (CCIR) requirements and essential elements of friendly information (EEFI). (9) Develop the initial information collection plan. (10) Update plan for the use of available time. (11) Develop initial themes and messages. (12) Develop a proposed problem statement. (13) Develop a proposed mission statement. (14) The staff presents the mission analysis briefing to propose a mission statement to the commander that includes: up. (a) Mission and commander s intent of the headquarters two echelons up. (b) Mission, commander s intent, and concept of operations of the headquarters one echelon (c) A proposed problem statement. (d) A proposed mission statement. (e) Review of the commander s initial guidance. (f) Initial IPB products, including civil considerations that may impact operations. (g) Specified, implied, and essential tasks. (h) Pertinent facts and assumptions. (i) Constraints. (j) Forces available and resource shortfalls. (k) Initial risk assessment. (l) Proposed themes and messages. (m) Proposed CCIRs and EEFIs. (n) Initial information collection plan. (o) Recommended timeline. (p) Recommended collaborative planning sessions. (q) Proposed evaluation criteria. (15) Develop and issue the initial commander's intent including: Purpose of the operation. Initial key tasks. Desired end state. (16) Develop and issue the commander's initial planning guidance that includes specific courses of action (COA) for the staff to consider collectively and (as applicable) by warfighting function (WfF). (17) Develop COA evaluation criteria based on the commander's guidance from the mission analysis brief. (18) Issues WARNORD 2 including: The approved mission statement. The commander s intent. Changes to task organization. The unit area of operations (sketch, overlay, or some other description). CCIRs and EEFIs. Risk guidance. Priorities by warfighting functions. Military deception guidance. Essential stability tasks. Initial information collection plan. Specific priorities. Updated operational timeline. Movements. d. The staff, led by the CoS, develops COAs based on the commander's planning guidance, initial intent, and from known information that is derived from these eight steps: Page 5

6 Note: COAs that provide maximum flexibility and viable options for the commander are: Feasible. Acceptable. Suitable. Distinguishable. Complete. (1) Step 1: Assess relative combat power and then use commander s guidance to generate options on how to complete the commander s intent. (2) Step 2: Generate COA options to determine if they satisfy the screening criteria stated earlier. (3) Step 3. Array forces according to the total number of units needed. (4) Step 4. Develop a broad concept of the operation: Describes "how" arrayed forces will accomplish the mission within the commander's intent. Summarizes the contributions of all warfighting functions. Conceptualizes the operation. Is expressed in both narrative and graphic forms that include: (a) The purpose of the operation. (b) A statement of where the commander will accept risk. (c) Identification of critical friendly events and transitions between phases (if the operation is phased). (d) Designation of the reserve, including its location and composition. (e) Information collection activities. (f) Essential stability tasks. (g) Identification of maneuver options that may develop during an operation. (h) Assignment of subordinate areas of operations. (i) Scheme of fires. (j) Themes, messages, and means of delivery. (k) Military deception operations (on a need to know basis). (l) Key control measures. (m) The operational framework for this operation: deep-close-security, main and supporting effort, or decisive-shaping-sustaining. (n) The decisive operation, along with its task and purpose, linked to how it supports the higher headquarters concept. (5) Step 5. The staff assigns a headquarters. (6) Step 6. Develop COA statements and sketches that include: (a) The unit and subordinate unit boundaries. (b) Unit movement formations (but not subordinate unit formations). (c) The line of departure or line of contact and phase lines, if used. (d) Information collection graphics. (e) Ground and air axes of advance. (f) Assembly areas, battle positions, strong points, engagement areas, and objectives. (g) Obstacle control measures and tactical mission graphics. (h) Fire support coordination and airspace coordinating measures. (i) Main effort. (j) Location of command posts and critical communications nodes. (k) Known or template enemy locations. (l) Population concentrations. (7) Step 7. Conduct a COA briefing that includes: (a) An updated IPB (if there are significant changes). (b) As many threat COAs as necessary (or specified by the commander). At a minimum the most likely and most dangerous threat COAs must be developed. (c) The approved problem statement and mission statement. (d) The commander s and higher commander s intents. (e) COA statements and sketches, including lines of effort if used. (f) The rationale for each COA, including: _1_ Considerations that might affect enemy COAs. _2_ Critical events for each COA. _3_ Deductions resulting from the relative combat power analysis. _4_ The reason units are arrayed as shown on the sketch. (See ADRP 1-02 for doctrine on COA sketches.) _5_ The reason the staff used the selected control measures. _6_ The impact on civilians. _7_ How the COA accounts for minimum essential stability tasks. _8_ New facts and new or updated assumptions. _9_ Refined COA evaluation criteria. Page 6

7 (8) Step 8. The commander selects or modifies COAs for continued analysis. e. The staff, led by the CoS, conducts COA analysis through war-gaming and produces a synchronization matrix leading to a decision support matrix based on CCIR, including: (1) Gathering the tools: (a) Running estimates. (b) Threat templates and models. (c) Civil considerations overlays, databases, and data files. (d) Modified combined obstacle overlays (MCOO) and terrain effects matrices. (e) A recording method. (f) Completed COAs, including graphics. (g) A means to post or display enemy and friendly unit symbols and other organizations. (h) A map of the area of operations. (2) Listing all friendly units and: Considering all units that can be committed to the operation. Paying special attention to support relationships and constraints. (3) Reviewing listed assumptions for continued validity and necessity. (4) Listing known critical events and decision points. (5) Selecting the war-gaming method: Belt method (or modified belt method). Avenue-in-depth method (or modified avenue-in-depth method). Box method. (6) Selecting a technique to record and display results: Synchronization matrix. Sketch note. (7) War-gaming the COAs to foresee actions, reactions, and counteractions of all participants (including civilians) and: All friendly capabilities. All enemy capabilities and critical civil considerations that impact operations. Global media responses to proposed actions. Movement considerations. Closure rates. Lengths of columns. Formation depths. Ranges and capabilities of weapon systems. Desired effects of fires. (a) Establishing war-gaming rules requiring war-gamers to: Remain objective, not allowing personality or sense of what the commander wants to influence them. Avoid defending a COA just because it was personally developed. Record advantages and disadvantages of each COA accurately as they emerge. Continually assess feasibility, acceptability, and suitability of each COA (If a COA fails any of these tests, reject it). Avoid drawing premature conclusions. Use facts to support conclusions. Avoid comparing one COA with another during the war game (this occurs during COA comparison). (b) The staff, led by the CoS, coordinates staff actions to mark on a timeline and achieve the goals of the war-gaming session based on the designated responsibilities: Note: Commander has overall responsibility for the war-gaming process, and the commander can determine the staff members who are involved in war-gaming. _1_ CoS coordinates staff actions during the war-gaming. _2_ G-3 assists the commander with the rehearsal and role-plays the friendly maneuver commander. _3_ G-6 assesses network operations, spectrum management operations, network defense, and information protection feasibility of each war-gamed COA. _4_ Information operations officer assesses the information operations concept of support against the ability of information-related capabilities to execute tasks in support of each war-gamed COA. Note: The commander designates someone to act as the information officer if no one is assigned. _5_ Civil affairs (G-9) or appointed officer ensures each war-gamed COA effectively integrates civil considerations. Note: The commander designates someone to preform duties as the civil affairs officer if no one is assigned. _6_ Electronic warfare officer provides information on the electronic warfare target list, electronic attack tasking s, electronic attack requests, and the electronic warfare portion of the collection matrix and the attack guidance matrix. Note: The commander designates someone to perform duties as the electronic warfare officer if none is assigned. _7_ Staff judge advocate advises the commander on all matters pertaining to law, policy, regulation, good order, and discipline for each war-gamed COA. _8_ Operations research and systems analysis staff section provides analytic support to the commander for planning and assessment of operations. Note: The commander designates personnel to conduct this step, as required. _9_ Safety officer provides input to influence accident and incident reductions by implementing risk management procedures throughout the mission planning and execution process. Page 7

8 _10_ Knowledge management officer assesses the effectiveness of the knowledge management plan for each course of action. Note: The commander designates someone to conduct this step. _11_ Space operations officer provides and represents friendly, threat, and non-aligned space capabilities. Note: The commander designates someone to conduct this step, as required, or the command coordinates with higher headquarters' space operations officer. _12_ G-2 role-plays the enemy commander, other threat organizations in the area of operations, and critical civil considerations in the area of operations. _13_ G-3 assesses warfighting function requirements, solutions, and concepts for each COA; develops plans and orders; and determines potential branches and sequels arising from various war-gamed COAs and also coordinates and synchronizes warfighting functions in all plans and orders. _14_ Fire support officer assesses the fire support feasibility of each war-gamed COA. _15_ Protection officer assesses protection element requirements, refines EEFIs, and develops a scheme of protection for each war-gamed COA. units. _16_ G-1 assesses the personnel aspect of building and maintaining the combat power of _17_ G-4 assesses the logistics feasibility of each war-gamed COA. _18_ G-4 assesses the commander s area of operations to determine the best COA for use of resources. _19_ Identified recorder captures coordinating instructions, subunit tasks and purposes, and information required to synchronize the operation. f. The staff conducts COA comparison to include: (1) Conducting COA strengths and weaknesses comparison to determine advantages and disadvantages of each. (2) The staff compare COAs using a decision matrix and to emphasize criteria by assigning weights to them based on relative importance. Note: The decision matrix is a tool to compare and evaluate COAs thoroughly and logically. g. The staff conducts a COA decision briefing to obtain commander approval after reviewing: (1) The commander s intent of the higher and next higher commanders. (2) The status of the force and its components. (3) Current IPB. (4) The COAs considered, including: (a) Assumptions used. (b) Results of running estimates. (c) A summary of the war game for each COA, including critical events, modifications to any COA, and war-game results. (d) Advantages and disadvantages (including risks) of each COA. (e) The recommended COA. Note: If a significant disagreement exists, then the XO should inform the commander. * h. The commander approves the COA and provides: (1) Final planning guidance. (2) Refined commander s intent (if necessary). (3) Refined CCIRs to support execution (if necessary). (4) Additional guidance on priorities for the warfighting functions, orders preparation, rehearsal, and preparation. i. The staff publishes a WARNORD 3 with information from the COA decision. + j. The commander and staff produce an operations order that: (1) Includes all requisite annexes. (2) Broadly describes the operation through clear commander s intent. (3) Describes operational details through the concept of operations. (4) Directs the operation to subordinates. (5) Requires subordinates to immediately acknowledge receipt of the order. Page 8

9 Task Summary Block Training Unit ITERATION Date of Training per Iteration: Day or Night Training: Day / Night Day / Night Day / Night Day / Night # % # % # % # % Total Leaders Authorized % Leaders Present Total Soldiers Authorized % Soldiers Present Total Number of Measures Total Number of Critical Measures Live Fire, Total Number of Critical Measures Total Number of Leader Measures % Measures 'GO' % Critical Measures 'GO' % Critical Measures 'GO' % Leader Measures 'GO' MOPP LEVEL Evaluated Rating per Iteration T, T-, P, P-, U Mission(s) supported: None MOPP 4: Sometimes MOPP 4 Statement: None NVG: Never NVG Statement: None Prerequisite Collective Task(s): Step Number Task Number Title Proponent Status 71-CORP-5200 Conduct Command Post Operations 71 - Mission Command 71-TM-5004 Develop a Cohesive Team Through Mutual Trust 71 - Mission Command Supporting Collective Task(s): Step Number Task Number Title Proponent Status 71-TA-5100 Conduct the Operations Process for Command and Control (C2) 71 - Mission Command Page 9

10 OPFOR Task(s): None Supporting Individual Task(s): Step Number Task Number Title Proponent Status 150-C Conduct Information Collection 150-C Recommend the Commander's Critical Information Requirements 150-C Assess the Current Situation 150-LDR-5001 Develop Cohesive Teams Through Mutual Trust 150-LDR-5003 Use the Mission Order Technique 150-LDR-5004 Communicate the Commander's Intent 150-LDR LDR LDR-5014 Direct Information-Related Capabilities to Inform and Influence Establish Conditions for Subordinates to Exercise Initiative Lead the Rapid Decision-Making and Synchronization Processes 150-LDR-5015 Lead the Unit 150-LDR-5100 Lead the Operations Process 150-MC-0000 Organize the Command and Control System as the Staff Officer 150-MC-5009 Conduct a Course of Action Decision Briefing 150-MC-5110 Receive a Mission 150-MC-5112 Conduct Mission Analysis 150-MC-5116 Conduct Course of Action Comparison 150-MC-5121 Conduct Course of Action Approval 150-MC-5124 Refine the Plan 150-MC-5125 Prepare a Fragmentary Order 150-MC-5131 Assist the Commander in Executing Operations 150-MC-5145 Conduct Risk Management 150-MC-5251 Integrate the Command and Control (C2) Network 150-MC-5315 Establish the Common Operational Picture 150-MC-5320 Employ Information-Related Capabilities 150-MC-5900 Coordinate Cyber Electromagnetic Activities (Brigade - Corps) 150-MC-7654 Conduct Knowledge Management Supporting Drill(s): Step Number Drill Number Drill Title Drill Type Proponent Status 71-DIV-D3010 React to a Soldier or Unit Isolating Event Staff 71 - Mission Command 71-DIV-D3210 React to Close Air Support Request for Divisions Staff 71 - Mission Command 71-DIV-D5146 React to Collateral Damage Staff 71 - Mission Command 71-DIV-D DIV-D5315 Direct the Displacement of the Command Posts for Divisions React to Incorrect Information Affecting the Operational Environment Staff Staff 71 - Mission Command 71 - Mission Command 71-DIV-D6320 React to a Degraded Network Staff 71 - Mission Command 71-DIV-D7176 React to Jamming or Suspected Communications Compromise Staff 71 - Mission Command 71-DIV-D7658 React to a Mass Casualty Incident Staff 71 - Mission Command 71-DIV-D7660 React to Civil Disturbance for Divisions Staff 71 - Mission Command 71-DIV-D8006 React to Chemical, Biological, Radiological, or Nuclear Attack Staff 71 - Mission Command 71-DIV-D9504 Conduct Dynamic Targeting Staff 71 - Mission Command Page 10

11 Supported AUTL/UJTL Task(s): OP Task ID Conduct Offensive Operations Title TADSS TADSS ID Title Product Type Quantity Joint Land Component Constructive Training Capability - Multi-Resolution Federation - Standard Configuration DVC Common Hardware Platform (CHP) DVC 1 Equipment (LIN) LIN Nomenclature Qty No equipment specified Materiel Items (NSN) NSN LIN Title Qty No materiel items specified Environment: Environmental protection is not just the law but the right thing to do. It is a continual process and starts with deliberate planning. Always be alert to ways to protect our environment during training and missions. In doing so, you will contribute to the sustainment of our training resources while protecting people and the environment from harmful effects. Refer to the current Environmental Considerations manual and the current GTA Environmental-related Risk Assessment card.. Safety: In a training environment, leaders must perform a risk assessment in accordance with current Risk Management Doctrine. Leaders will complete the current Deliberate Risk Assessment Worksheet in accordance with the TRADOC Safety Officer during the planning and completion of each task and sub-task by assessing mission, enemy, terrain and weather, troops and support available-time available and civil considerations, (METT-TC). Note: During MOPP training, leaders must ensure personnel are monitored for potential heat injury. Local policies and procedures must be followed during times of increased heat category in order to avoid heat related injury. Consider the MOPP work/rest cycles and water replacement guidelines IAW current CBRN doctrine.. Page 11

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