1. MILITARY DECISION-MAKING PROCESS IN PEACE SUPPORT OPERATIONS
MAJ Stasys VILKINAS (LT)

2. CONTENT MDMP? MDMP step by step IPB Continuation of MDMP step by step
Work in syndicates
Seminar in the group
My sum-up

3. REFERENCE US FM 5-0, The Operations Process, 2010
US ADP 3-0, Unified Land Operations, 2011
US FM / MCRP 2-3A, IPB/B, 2009
Lieutenant Colonel W. J. Cojocar, „Adaptive Leadership in the Military Decision Making Process“, US ACAC
UK MOD JWP 3-50, 2nd Edition, The Military Contribution To Peace Support Operations, 2004
NATO AJP-3.4.1, Peace Support Operations, 2001
Major J. D. Nawoichyk, „MDMP: One Tool in the Commander’s Tool Chest“, ALMC
Art R. J., Waltz K. N. The use of force: Military power and International politics, New York: Rowman & Littlefied Publishers, INC., 2004

4. WHY ?
In April 1999 during the NATO in Washington D.C., our nations committed their forces to defend the peace and stability in our regions and periphery.

5. WHAT IT MEANS ? Military operations:
Article 5 Collective Defence Operations
non-Article 5 Crisis Response Operations (CRO including the PSO)

6. THE TIME DIMENSION IN PSO PLANNING

7. WHERE IT IS? Non-Article 5 Crisis Response Operations Article 5
Support to Civil Agencies
Collective
Defence
Peace Support Operations (PSO)
Military Combat Ops
Crisis Prevention
Peacemaking
Peacekeeping
Peace Enforcement
Peace Building
Extraction Operations
Support for Disaster Relief/ Humanitarian Ops/ Search and Rescue/ NEO
Sanction/Embargo Enforcement/ Military Combat Ops

8. MDMP

9. MDMP
The Military Decision-Making Process is an interactive planning methodology that integrates the activities of the commander, staff, subordinate headquarters, and other partners to understand the situation and mission; develop and compare courses of action; decide on a course of action that best accomplishes the mission; and produce an operation plan or order for execution.

10. MDMP STEPS Step 1 Receipt of mission Warning Order Step 2
Mission analysis
Step 3
Corse of action (COA) development
Step 4
COA analysis (War Game)
Step 5
COA comparison
Step 6
COA approval
Step 7
Order production

11. 1st STEP Purpose of the Receipt of mission
“to alert all participants of the pending planning requirements, determine the amount of time available for planning and preparation, and decide on a planning approach, including guidance on design and how to abbreviate the MDMP, if required”

12. RECEIPT OF MISSION
Alert staff members and informs about the pending planning requirements.
The staff members gathers the tools needed to perform the planning.
Each staff member updated their running estimate.
The commander and staff conduct an initial assessment of time and resources available.
The commander issue guidance.
The last task is to issue a Warning Order (WARNO).

13. GATHER THE TOOLS Appropriate manuals.
All documents related to the mission and area of operations (AO), including the higher headquarters’ OPLAN and OPORD, maps and terrain products, and operational graphics.
Higher headquarters’ and other organizations’ intelligence and assessment products.
Estimates and products of other military and civilian agencies and organizations.
Both their own and the higher headquarters’ SOPs.
Current running estimates.
Any design products, including the design concept.

14. RECEIPT OF MISSION
Alert staff members and informs about the pending planning requirements.
The staff members gathers the tools needed to perform the planning.
Each staff member updated their running estimate.
The commander and staff conduct an initial assessment of time and resources available.
The commander issue guidance.
The last task is to issue a Warning Order (WARNO).

15. GUIDANCE Initial time allocations.
A decision to initiate design or go straight into the MDMP.
How to abbreviate the MDMP, if required.
Necessary coordination to perform, including liaison officers to exchange.
Authorized movements and any reconnaissance and surveillance to initiate.
Collaborative planning times and locations.
Initial information requirements (IRs).
Additional staff tasks

16. RECEIPT OF MISSION
Alert staff members and informs about the pending planning requirements.
The staff members gathers the tools needed to perform the planning.
Each staff member updated their running estimate.
The commander and staff conduct an initial assessment of time and resources available.
The commander issue guidance.
The last task is to issue a Warning Order (WARNO).

17. RECEIPT OF MISSION KEY INPUTS STEPS KEY OUTPUTS
Higher headquarters’ plan or order or a new mission anticipated by the commander
Status of the subordinate units
Step 1
Receipt of Mission
Commander’s initial guidance
Initial allocation of time
Warning Order

18. 2nd STEP Purpose of the Mission analysis
To gather, analyze, and synthesize available information to understand the current conditions and of the operational environment.

19. MISSION ANALYSIS Analyze the Plan or Order received from the higher HQ
Perform Initial Intelligence Preparation of the Battlefield (IPB)
Analyse order or plan to determine specified, implied and essential tasks
Review Available Assets and Identify Resources Shortfalls
Identify any constraints placed on their command
Gather those facts and develop assumptions
Sections integrate Composite Risk Managment for hazards within their functional areas
Develop Commander’s Critical Information Requirements and Essential Elements of Friendly Information (CCIR)
Develop Initial Intelligence, Surveillance and Reconnaissance (ISR) plan
Synchronization of ISR plan
Refine the PSO planning timeline
Prepares a proposed mission statement
The mission analysis briefing
The commander develops and issue Initial Commanders Intent, Initial Planning Guidance and Course of Action Evaluation Criteria
The staff sends subordinate and supporting units a second WARNO

20. ANALYZE THE PLAN OR ORDER
The higher headquarters’—
Commander’s intent.
Mission.
Concept of operations.
Available assets.
Timeline.
The missions of adjacent, supporting, and supported units and their relationships to the higher headquarters’ plan.
The missions of interagency, intergovernmental, and nongovernmental organizations that work in the operational areas.
Their assigned area of operations.

21. MISSION ANALYSIS
Analyze the Plan or Order received from the higher HQ
Perform Initial Intelligence Preparation of the Battlefield (IPB)
Analyse order or plan to determine specified, implied and essential tasks
Review Available Assets and Identify Resources Shortfalls
Identify any constraints placed on their command
Gather those facts and develop assumptions
Sections integrate Composite Risk Managment for hazards within their functional areas
Develop Commander’s Critical Information Requirements and Essential Elements of Friendly Information (CCIR)
Develop Initial Intelligence, Surveillance and Reconnaissance (ISR) plan
Synchronization of ISR plan
Refine the PSO planning timeline
Prepares a proposed mission statement
The mission analysis briefing
The commander develops and issue Initial Commanders Intent, Initial Planning Guidance and Course of Action Evaluation Criteria
The staff sends subordinate and supporting units a second WARNO

22. INTELLIGENCE PREPARATION OF THE BATTLEFIELD (IPB)

23. IPB
INTELLIGENCE PREPARATION OF THE BATTLEFIELD – a systematic, continuous process of analyzing the threat and environment in a specific geographic area. It is designed to support staff estimates and military decision making.

24. IPB 4 STEP PROCESS 2 3 4 1 Determine Threat Courses of Action
Define the
Battlefield
Environment
Evaluate the
Describe the
Battlefield’s
Effects 2 3 4 1

25. DEFINE THE BATTLEFIELD ENVIRONMENT
Identify Characteristics of the battlefield which will influence friendly and threat OPS
Establish the Limits of the AI
Identify Gaps in Current INT Holding

26. DESCRIBE THE BATTLEFIELD’S EFFECTS
Population status
The Military Aspects and Effects of Terrain
Weather analysis
Integrated Products Such as Modified Combined Obstacle Overlay (MACOO)

27. AREA ASSESSMENT CHECKLIST
Population and Leadership
Food and Water
Medical
Civil-Military Organizations
Non-Govermental Organizations (NGOs) and International, or Other Agencies
Commerce
Miscellaneous

29. TERRAIN ANALYSIS OVERLAYS
POPULATION STATUS KEY TERRAIN
COVER AND CONCIELMENT
LINES OF COMMUNICATION OTHER TERRAIN
LOGISTICS SUSTAINABILITY
KEY FACILITIES POTENTIAL
THREAT TARGETS

30. KEY FACILITIES AND TARGET OVERLAY
INSTALLATIONS
FUEL FACILITIES
DAMS, HYDROELECTRIC FACILITIES
HOST NATION MILITARY
POLITICAL FIGURES
CHOKE POINTS
AIRFIELDS
SCHOOLS, UNIVERSITIES
PUBLIC ASSEMBLY AREAS
DETERMINE LIKELIHOOD, IMPORTANCE OF TARGET FROM ANALYSIS AND HISTORY TRENDS

31. EVALUATE THE THREAT Update or create Threat models
Identify Threat Current Situation
Identify Threat Intentions & Capabilities
Understand the Threat Model

32. DETERMINE THREAT
COAs
Identify the threat’s likely objectives and desired end state
Identify the full set of threat COAs available
Evaluate and prioritize each COA
Develop each COA in detail
(as time allows)
Identify initial collection requirements

33. MISSION ANALYSIS
Analyze the Plan or Order received from the higher HQ
Perform Initial Intelligence Preparation of the Battlefield (IPB)
Analyse order or plan to determine specified, implied and essential tasks
Review Available Assets and Identify Resources Shortfalls
Identify any constraints placed on their command
Gather those facts and develop assumptions
Sections integrate Composite Risk Managment for hazards within their functional areas
Develop Commander’s Critical Information Requirements and Essential Elements of Friendly Information (CCIR)
Develop Initial Intelligence, Surveillance and Reconnaissance (ISR) plan
Synchronization of ISR plan
Refine the PSO planning timeline
Prepares a proposed mission statement
The mission analysis briefing
The commander develops and issue Initial Commanders Intent, Initial Planning Guidance and Course of Action Evaluation Criteria
The staff sends subordinate and supporting units a second WARNO

34. DETERMINE SPECIFIED, IMPLIED AND ESSENTIAL TASKS
A specified task is a task specifically assigned to a unit by its higher headquarters.
An implied task is a task that must be performed to accomplish a specified task or mission but is not stated in the higher headquarters’ order.
An essential task is a specified or implied task that must be executed to accomplish the mission

35. MISSION ANALYSIS
Analyze the Plan or Order received from the higher HQ
Perform Initial Intelligence Preparation of the Battlefield (IPB)
Analyse order or plan to determine specified, implied and essential tasks
Review Available Assets and Identify Resources Shortfalls
Identify any constraints placed on their command
Gather those facts and develop assumptions
Sections integrate Composite Risk Managment for hazards within their functional areas
Develop Commander’s Critical Information Requirements and Essential Elements of Friendly Information (CCIR)
Develop Initial Intelligence, Surveillance and Reconnaissance (ISR) plan
Synchronization of ISR plan
Refine the PSO planning timeline
Prepares a proposed mission statement
The mission analysis briefing
The commander develops and issue Initial Commanders Intent, Initial Planning Guidance and Course of Action Evaluation Criteria
The staff sends subordinate and supporting units a second WARNO

36. MISSION ANALYSIS Synchronization of ISR plan
Analyze the Plan or Order received from the higher HQ
Perform Initial Intelligence Preparation of the Battlefield (IPB)
Analyse order or plan to determine specified, implied and essential tasks
Review Available Assets and Identify Resources Shortfalls
Identify any constraints placed on their command
Gather those facts and develop assumptions
Sections integrate Composite Risk Managment for hazards within their functional areas
Develop Commander’s Critical Information Requirements and Essential Elements of Friendly Information (CCIR)
Develop Initial Intelligence, Surveillance and Reconnaissance (ISR) plan
Synchronization of ISR plan
Refine the PSO planning timeline
Prepares a proposed mission statement
The mission analysis briefing
The commander develops and issue Initial Commanders Intent, Initial Planning Guidance and Course of Action Evaluation Criteria
The staff sends subordinate and supporting units a second WARNO

37. ISR SYNCHRONIZATION ACCOMPLISHES
Identifies requirements and intelligence gaps.
Evaluates available assets (internal and external) to collect information.
Determines gaps in the use of those assets.
Recommends those ISR assets controlled by the organization to collect on the IRs.
Submits RFIs for adjacent and higher collection support.
The G-2 (S-2) submits information gathered during ISR synchronization to the G-3 (S-3) for integration and development of the ISR plan.

38. MISSION ANALYSIS
Analyze the Plan or Order received from the higher HQ
Perform Initial Intelligence Preparation of the Battlefield (IPB)
Analyse order or plan to determine specified, implied and essential tasks
Review Available Assets and Identify Resources Shortfalls
Identify any constraints placed on their command
Gather those facts and develop assumptions
Sections integrate Composite Risk Managment for hazards within their functional areas
Develop Commander’s Critical Information Requirements and Essential Elements of Friendly Information (CCIR)
Develop Initial Intelligence, Surveillance and Reconnaissance (ISR) plan
Synchronization of ISR plan
Refine the PSO planning timeline
Prepares a proposed mission statement
The mission analysis briefing
The commander develops and issue Initial Commanders Intent, Initial Planning Guidance and Course of Action Evaluation Criteria
The staff sends subordinate and supporting units a second WARNO

39. INITIAL ISR PLAN Develop the ISR plan by developing—
The ISR tasking matrix.
The ISR overlay.
The ISR scheme of support.
Issue order (warning, operation, or fragmentary order).

40. MISSION ANALYSIS Refine the PSO planning timeline
Analyze the Plan or Order received from the higher HQ
Perform Initial Intelligence Preparation of the Battlefield (IPB)
Analyse order or plan to determine specified, implied and essential tasks
Review Available Assets and Identify Resources Shortfalls
Identify any constraints placed on their command
Gather those facts and develop assumptions
Sections integrate Composite Risk Managment for hazards within their functional areas
Develop Commander’s Critical Information Requirements and Essential Elements of Friendly Information (CCIR)
Synchronization of ISR plan
Develop Initial Intelligence, Surveillance and Reconnaissance (ISR) plan
Refine the PSO planning timeline
Prepares a proposed mission statement
The mission analysis briefing
The commander develops and issue Initial Commanders Intent, Initial Planning Guidance and Course of Action Evaluation Criteria
The staff sends subordinate and supporting units a second WARNO

41. MISSION STATEMENT
The five elements of a mission statement answer the questions (5Qs):
Who will execute the operation (unit or organization)?
What is the unit’s essential task (tactical mission task)?
When will the operation begin (by time or event) or what is the duration of the operation?
Where will the operation occur (AO, objective, grid coordinates)?
Why will the force conduct the operations (for what purpose)?
EXAMPLE:
Not later than Aug 09 (when), 1st Brigade (who) secures ROUTE SOUTH DAKOTA (what/task) in AO JACKRABBIT (where) to enable the movement of humanitarian assistance materials (why/purpose).

42. MISSION ANALYSIS The mission analysis briefing
Analyze the Plan or Order received from the higher HQ
Perform Initial Intelligence Preparation of the Battlefield (IPB)
Analyse order or plan to determine specified, implied and essential tasks
Review Available Assets and Identify Resources Shortfalls
Identify any constraints placed on their command
Gather those facts and develop assumptions
Sections integrate Composite Risk Managment for hazards within their functional areas
Develop Commander’s Critical Information Requirements and Essential Elements of Friendly Information (CCIR)
Synchronization of ISR plan
Develop Initial Intelligence, Surveillance and Reconnaissance (ISR) plan
Refine the PSO planning timeline
Prepares a proposed mission statement
The mission analysis briefing
The commander develops and issue Initial Commanders Intent, Initial Planning Guidance and Course of Action Evaluation Criteria
The staff sends subordinate and supporting units a second WARNO

43. MISSION ANALYSIS KEY INPUTS STEPS KEY OUTPUTS
Higher headquarters’ plan or order
Higher headquarters’ knowledge and intelligence products
Knowledge products from other organizations
Update running estimate
Initial commander’s guidance
Design concept (if developed)
Step 2
Mission Analysis
Approved mission statement
Initial commander’s intent
Initial planning guidance
Initial CCIRs and EEFIs
Updated IPB products and running estimate
Assumption
Resource shortfalls
Update operational timeline
COA evaluation criteria
Warning Order

44. 3rd STEP Purpose of the COA development
to generate options for follow-on analysis and comparison that satisfy the commander’s intent and planning guidance

45. COA CRITERIA
Feasible. The COA can accomplish the mission within the established time, space, and resource limitations.
Acceptable. The COA must balance cost and risk with the advantage gained.
Suitable. The COA can accomplish the mission within the commander’s intent and planning guidance.
Distinguishable. Each COA must differ significantly from the others (such as scheme or form of maneuver, lines of effort, phasing, day or night operations, use of the reserve, and task organization).
Complete. A COA must incorporate—
How the decisive operation leads to mission accomplishment.
How shaping operations create and preserve conditions for success of the decisive operation or effort.
How sustaining operations enable shaping and decisive operations or efforts.
How stability tasks are accounted for.
Tasks to be performed and conditions to be achieved.

46. COURSE OF ACTION DEVELOPMENT
Assess relative combat power
Generates options
Array forces and capabilities
Describe how arrayed forces will accomplish the mission within the commander’s intent in the Broad concept for all developed COAs
Assign headquarters to groupings of forces
Prepare statement and supporting sketch for each COA
Conducting a COA Briefing
The commander selects or modifies those COAs for continued analysis and issues planning guidance

47. ANALYZING FORCE FOR COMBAT POWER
Friendly capabilities that pertain to the operation.
The types of operations possible from both friendly and enemy perspectives.
How and where the enemy may be vulnerable.
How and where friendly forces are vulnerable.
Additional resources that may be required to execute the mission.
How to allocate existing resources

48. COURSE OF ACTION DEVELOPMENT
Assess relative combat power
Generates options
Array forces and capabilities
Describe how arrayed forces will accomplish the mission within the commander’s intent in the Broad concept for all developed COAs
Assign headquarters to groupings of forces
Prepare statement and supporting sketch for each COA
Conducting a COA Briefing
The commander selects or modifies those COAs for continued analysis and issues planning guidance

49. THE COA SKETCH
The COS includes the array of generic forces and control measures:
The unit and subordinate unit boundaries.
Unit movement formations (but not subordinate unit formations).
The line of departure, or line of contact and phase lines, if used.
Reconnaissance and security graphics.
Ground and air axes of advance.
Assembly areas, battle positions, strong points, engagement areas, and objectives.
Obstacle control measures and tactical mission graphics.
Fire support coordination and airspace control measures.
Main effort.
Location of command posts and critical information systems (INFOSYS) nodes.
Enemy known or template locations.
Population concentrations.

50. COURSE OF ACTION DEVELOPMENT
Assess relative combat power
Generates options
Array forces and capabilities
Describe how arrayed forces will accomplish the mission within the commander’s intent in the Broad concept for all developed COAs
Assign headquarters to groupings of forces
Prepare statement and supporting sketch for each COA
Conducting a COA Briefing
The commander selects or modifies those COAs for continued analysis and issues planning guidance

51. EVALUATION CRITERIA

52. COURSE OF ACTION DEVELOPMENT
KEY INPUTS
STEPS
KEY OUTPUTS
Approved mission statement
Initial commanders intent, planning guidance, CCIRs and EEFIs
Design concept (if developed)
Specified and implied tasks
Updated IPB and running estimate
Assumptions
COA evaluation criteria
Step 3
Course of Action (COA) Development
Commander’s selected COAs for War-gaming COA statements and sketches
Tentative task organisation
Broad concept of operations
Revised planning guidance
War-gaming guidance
Evaluation criteria
Updated running estimates and IPB products
Updated assumptions

53. 4th STEP Purpose of the COA analysis and war-gaming
is to enables commander and staff to „identify difficulties or coordination problems as well as probable consequences of planned actions for each COA being considered“

54. COA ANALYSIS & WAR-GAMING
Gather the tools needed for the analysis and war-gaming
List all friendly forces which will be considered during the war-gaming
Review developed assumptions
List known critical events and decision points
Chooses points in space and time
Select the war-gaming method
Select a technique to record and display results
War-game the Operation and assess the Results
Conduct a war-game briefing

55. WAR-GAMING METHODS
Belt,
Avenue-in-depth,
Box.

56. COA ANALYSIS & WAR-GAMING
Gather the tools needed for the analysis and war-gaming
List all friendly forces which will be considered during the war-gaming
Review developed assumptions
List known critical events and decision points
Chooses points in space and time
Select the war-gaming method
Select a technique to record and display results
War-game the Operation and assess the Results
Conduct a war-game briefing

57. TECHNIQUES The synchronization matrix technique
The sketch note technique

58. THE WAR-GAME WORK SHEET
Units and assigned tasks.
Expected all adversary actions and reactions.
Friendly and neutral counteractions and assets.
Total assets needed for the task.
Estimated time to accomplish the task.
The decision point tied to executing the task (space or time).
CCIRs.
Control measures.
Remarks.

59. COA ANALYSIS &WAR-GAMING
Gather the tools needed for the analysis and war-gaming
List all friendly forces which will be considered during the war-gaming
Review developed assumptions
List known critical events and decision points
Chooses points in space and time
Select the war-gaming method
Select a technique to record and display results
War-game the Operation and assess the Results
Conduct a war-game briefing

60. COA ANALYSIS &WAR-GAMING
KEY INPUTS
STEPS
KEY OUTPUTS
Update IPB products
Updated running estimates
COA statements and sketches
Revised planning guidance
Updated assumptions
Step 4
COA Analysis
(War Game)
Refined COAs
Synchronization matrixes
Decision points and decision time
War-game results
Initial assessment measures

61. 5th STEP Purpose of the COA comparison
to identify the strengths and weaknesses of friendly COAs, enable their selecting with the highest probability of mission success

62. COA COMPARISON
Analysis and evaluating the advantages and disadvantages of each COA from the perspective of all staff members
Generalize key outputs and recommendations for commander in order for him to make the best decisions
Conduct a COA decision briefing

63. COA COMPARISON KEY INPUTS STEPS KEY OUTPUTS Updated running estimates
Refined COAs
Evaluation criteria
War-game results
Updated assumptions
Step 5
COA Comparison
Evaluated COAs
Recommended COAs
Rational to select COA

64. 6th STEP Purpose of the COA approval
step is for commander to make a decision which COA will be used to accomplish the mission

65. COA APPROVAL Issue final planning guidance CCIRs
Commanders intent (if needed)
Issue the risk commander accepts
Issues a WARNO
NOTE: During this step commander might decide to modify or give to the staff the entire different COA.

66. COA APPROVAL KEY INPUTS STEPS KEY OUTPUTS Evaluated COAs
Recommended COAs
Updated running estimates
Updated assumptions
Step 6
COA Approval
Commander select COA and modifications
Refined commander’ intent, CCIRs and EEFIs
Warning Order

67. 7th STEP Purpose of the order production
to prepare the plan or order by turning the selected COA into a clear, concise concept of operation and required supporting information

68. ORDER PRODUCTION
Before the staff delivers order the commander will review and approve it unless he have delegated that authority
The commander and staff conduct confirmation briefings with subordinates immediately afterwards

70. TASKS Analyze the briefing and paper information within the syndicate
Prepare 5 questions for discussion
To bring for discussion:
Specified task and at least 2 x implied tasks
Essential task
List of players for the operation (who, why)
Commanders guidance for the Main and Supporting Efforts
What capabilities You need for operation (can be the TASORG)
Evaluation criteria selection and why
Comparison of TLP (or national TLP ecvivalent) and MDMP