1. Implement the Military Decision-Making Process (MDMP)

2. Terminal Learning Objective
TASK: Implement the Military Decision-Making Process (MDMP) CONDITIONS: given a classroom environment, FM 1-0, FM , FM 3-0, FM 4-0 and FM 5-0 and FM 7-15 STANDARDS: apply MDMP to create a Mission Analysis Briefing

3. References FM 1-0, Human Resources Support, April 2010
FM 3-0, Operations, February 2008
FM 5-0, The Operations Process, March 2010
FM , Intelligence Preparation of the Battlefield/ Battlespace, October 2009
FM 7-15, The Army Universal Task List, February 2009

4. MDMP – FM 5-0, Appendix B
Chapter 1 – Fundamentals of the Operations Process
Chapter 2 – Planning
Chapter 3 – Design
Chapter 4 – Preparation
Chapter 5 – Execution
Chapter 6 – Assessment
“The Military Decision Making Process is an iterative planning methodology that integrates the activities of the commander, staff, subordinate headquarters, and other partners to understand the situation and mission; and produce an operation plan or order for execution. The MDMP helps leaders apply thoroughness, clarity sound judgment, logic and professional knowledge to understand situations, develop options to solve problems, and reach decisions.
The MDMP process should be familiar to all of you. The Army has two planning processes: the MDMP and troop leading procedures. Troop leading procedures are used by leaders at company and below (See FM 5-0, Appendix C). The MDMP applies to Army units with a staff and during all operations. Following the MDMP process helps commanders and staff organize their thinking, and apply thoroughness, clarity, sound judgment, logic, and professional knowledge in reaching decisions and developing plans. The MDMP is much more than simply selecting a COA. It results in a series of products, including updated running estimates, intelligence products, and control measures needed to execute the operation. FM 5-0 (para 2-107) defines control measure as a means of regulating forces or warfighting functions (see also FM 3-0, para 5-72)
Every decision does not require the full MDMP. In fact, the MDMP is often inappropriate for making decision during execution. The MDMP produces a plan or order that establishes numerous instructions to help control a specific operation. These instructions and control measures are based on coordination done during the MDMP process. Many control measures remain unchanged throughout an operation. However, commanders change them when necessary to keep an operation directed towards the end state. When the situation requires a major adjustment to the order, the staff often performs the MDMP in time-constrained environment to change the plan and resynchronize the operation. In other instances, commanders and staffs may not have enough time to perform the MDMP. In these instances commanders, supported by staff, make a decision and develop a quick plan of action.
FM 5-0, Appendix B, MDMP

5. MDMP ROLES Commander Staff FM 5-0, B-8 thru B-11
The commander is in charge of the military decision-making process and decides what procedures to use in each situation.
The commander’s personal role is central: his participation in the process provides focus and guidance to the staff.
There are decisions that are the commander’s alone.
The less time available, the less experienced the staff, or the less accessible the staff, generally the greater the commander involvement.
The Chief of Staff or XO manages, coordinates, and disciplines the staff’s work and provides quality control.
A military staff is a single, cohesive unit organized to help the commander accomplish his mission and execute his other responsibilities.
The staff is an extension of the commander, although the staff has no command authority of itself, and is not in the chain of command.
The staff exists to serve the commander and provides support to other subordinate commands.
SHOW SLIDE 9: MDMP ROLES
1. The commander is in charge of the MDMP and decides what procedures to use in each situation. The planning process hinges on a clear articulation of his battlefield visualization. He is personally responsible for planning, preparing for, and executing operations. From start to finish, the commander’s personal role is central: his participation in the process provides focus and guidance to the staff. However, there are responsibilities and decisions that are the commander’s alone:
  - He issues his initial guidance.
- He approves the restated mission He states his commander’s intent.
- He issues subsequent guidance.
- He approves CCIR (Commander’s Critical Information Requirements)
- He approves the COA (Course of Action).
- He refines the commander’s intent.
- He specifies the type of rehearsals.
- He specifies the type of order to issue.
- He makes all risk decisions.
2. The time available, his personal preferences, and the experience of the staff drive the amount of his direct involvement. The less time available, the less experienced the staff, generally the greater commander involvement.
3. The commander uses the entire staff during the MDMP to explore the full range of probable and likely enemy and friendly COAs, and to analyze and compare his own organization’s capabilities with the enemy’s. The staff effort has one objective-to collectively integrate information with sound doctrine and technical competence to assist the commander in his decisions, leading ultimately to effective plans.
4. The CofS or XO manages, coordinates, and disciplines the staff’s work and provides quality control. He must understand the commander’s guidance because he supervises the entire process. He ensures the staff has the information, guidance, and facilities it needs. He provides time lines to the staff, establishes brief back times and locations, and provides instructions. By issuing guidance and participating in formal and informal briefings, the commander and the CofS/XO guide the staff through the MDMP. Such interaction helps the staff resolve questions and involves the entire staff in the total process. The selected COA and its implementing OPORD are directly linked to how well both the commander and staff accomplish each phase of the MDMP.
FM 5-0, B-8 thru B-11
"Your staff won't win the war for you, but it can prevent you from winning." BG John E. Miller

6. Inputs and Outputs of MDMP
HR Planning is a continuous process which evaluates operations (current and future) from the HR provider’s functional prospective.
In order for the planning process to be effective HR professionals need to be placed where they can track current operations and influence future operations with additional HR support as required.
HR providers need to anticipate. For example casualty reports would initiate possible EPS actions and replacement ops.
MDMP- Receipt of the Mission/Mission Analysis/ COA Development/COA Analysis/COA Comparison/COA Approval/Orders Production
FM 1-0 Figures 6-1 and 6-2

7. Review MDMP Receipt of Mission Mission Analysis COA Development
COA Analysis (War Game)
5. COA Comparison
6. COA Approval
7. Orders Production
Receipt of Mission- Inputs (Plans, orders, guidance from higher HQS or newly anticipated mission by the CDR) Outputs(CDR’s initial guidance and planning timeline)
Mission Analysis- Critical piece in the process. Initial CCIRs (CCIR – Loss of BN or higher Commander, primary staff, or CSM, delay in replacement flow, casualty rate greater than 15%) and EEFIs are identified. (EEFIs are not CCIRs, but they have the same priority as CCIRs and require approval by the commander. An EEFI establishes an element of information to protect rather than one to collect. EEFIs identify those elements of friendly force information that, if compromised, would jeopardize mission success.) This is where capabilities and limitations are identified for both the units and systems. The actions impacting the HR operations must be identified in order to provide ongoing HR support. Personnel estimates are updated throughout this process. Issue /receive WARNO update.
COA Development-Develop a broad concept of operation and sustainment. During this step planning guidance is revised as needed. HR resource requirements and casualty estimations (not only determined but refined) are determined for each COA. Both current and future HR Ops are included in each COA.
COA Analysis (War Game)- COAS are refined and estimates are updated and planning guidance changes are made. War gaming results are assessed from a HR perspective.
COA Comparison- COAS are refined based on the war gaming results. Each COA’s advantages and disadvantages are identified. Recommend the best COA from a HR perspective.
COA Approval- CDR selects best COA and modifies if necessary. CDR’s intent, CCIRs and EEFIs are refined and WARNO is issued.
The final step is orders are produced based on the selected COA.
Figure B-1, FM 5-0

8. MDMP Process Receipt of Mission- Initial CDR’s guidance and timeline
Mission Analysis- Clearly state the mission, initial CDR’s intent, planning guidance, CCIRs, and EEFIs
COA Development- COA Statements/Sketches, Tentative Task Org, Broad Concept of Ops/Sustainment Concept, Revised Planning Guidance
COA Analysis- Refined COAs, Decision Support Templates, War Game Results, Initial Assessment Measures
COA Comparison- Analyzed COAs are compared to determine recommended COA
COA Approval- Best COA is selected and modified as needed. WARNO is issued
Receipt of Mission- Inputs (Plans, orders, guidance from higher HQS or newly anticipated mission by the CDR) Outputs(CDR’s initial guidance and planning timeline)
Mission Analysis- Critical piece in the process. Initial CCIRs (CCIR – Loss of BN or higher Commander, primary staff, or CSM, delay in replacement flow, casualty rate greater than 15%) and EEFIs are identified. (EEFIs are not CCIRs, but they have the same priority as CCIRs and require approval by the commander. An EEFI establishes an element of information to protect rather than one to collect. EEFIs identify those elements of friendly force information that, if compromised, would jeopardize mission success.) This is where capabilities and limitations are identified for both the units and systems. The actions impacting the HR operations must be identified in order to provide ongoing HR support. Personnel estimates are updated throughout this process. Issue /receive WARNO update.
COA Development-Develop a broad concept of operation and sustainment. During this step planning guidance is revised as needed. HR resource requirements and casualty estimations (not only determined but refined) are determined for each COA. Both current and future HR Ops are included in each COA.
COA Analysis (War Game)- COAS are refined and estimates are updated and planning guidance changes are made. War gaming results are assessed from a HR perspective.
COA Comparison- COAS are refined based on the war gaming results. Each COA’s advantages and disadvantages are identified. Recommend the best COA from a HR perspective.
COA Approval- CDR selects best COA and modifies if necessary. CDR’s intent, CCIRs and EEFIs are refined and WARNO is issued.
The final step is orders are produced based on the selected COA.

9. Composite Risk Management in MDMP
HR Planners must ensure the proper utilization of the CRM process throughout operational planning.
The CRM process sequentially supports each phase in the process; Identify/Assess the Hazards falls into the Plan phase, Develop Controls/Make Risk Decisions aligns with the Prepare phase and Implement Controls/Supervise and Evaluate steps are associated with the Execution phase.
CRM shows the relative significance and serves as an alert in regard to COA decisions and resource allocations.
Figure 6-3 in FM 1-0

10. Courses of Action Feasible Acceptable Suitable Distinguishable
Complete
In order to qualify as a valid COA, COAs must pass the test of being feasible, acceptable, suitable and distinguishable. It must also be complete.
􀁺 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 offensive, defensive, and stability or civil support tasks are accounted for.
􀂄 Tasks to be performed and conditions to be achieved

11. Review MDMP Receipt of Mission Mission Analysis COA Development
COA Analysis (War Game)
5. COA Comparison
6. COA Approval
7. Orders Production
Figure B-1, FM 5-0

12. Check on Learning
1. What are the seven steps of the Military Decision Making Process?
What do CCIR and EEFI stand for?
Which Step of MDMP produces the mission statement?
Figure B-1, FM 5-0
Figure B-1

13. Football is War!
“The function of football, soccer, basketball and other passion-sports in modern industrial society is the transference of boredom, frustration, anger and rage into socially acceptable forms of combat. A temporary substitute for war; for nationalism; identification with something bigger than the self.” ~ Edward Abbey

14. Football is War!
A sport played between two teams of eleven. The objective of the game is to score points by advancing the ball into the opposing team's end zone. The ball can be advanced by running with it or throwing it to a teammate. Points can be scored by carrying the ball over the opponent's goal line, catching a pass thrown over that goal line, kicking the ball through the opponent's goal posts or tackling an opposing ball carrier in his own end zone. A combat mission executed between two forces of eleven. The objective of the mission is to score points by advancing into the enemy’s headquarters. The mission can be advanced by offensive operations or defensive operations. Points can be scored by advancing over the enemy’s defensive line, catching a high value target over that enemy line, kicking through the enemy’s perimeter or tackling an enemy in his own headquarters.
FOOTBALL
WAR

15. Mission Analysis Briefing
FACTS:
- A statement of truth or a statement thought to be true at the time.
ASSUMPTIONS:
- A supposition on the current situation or a presupposition on the future course of events
SPECIFIED TASKS:
- A task specifically assigned to a unit by its higher headquarters
IMPLIED TASKS:
- A task that must be performed to accomplish a specified task or mission but is not stated in the higher headquarters’ order
Plans and orders are based on facts and assumptions. Commanders and staffs gather facts and
develop assumptions as they build their plan. A fact is a statement of truth or a statement thought to be true
at the time. Facts concerning the operational and mission variables serve as the basis for developing
situational understanding, for continued planning, and when assessing progress during preparation and
execution.
In the absence of facts, the commander and staff consider assumptions from their higher headquarters
and develop their own assumptions necessary for continued planning. An assumption is a supposition on
the current situation or a presupposition on the future course of events, either or both assumed to be true in
the absence of positive proof, necessary to enable the commander in the process of planning to complete an
estimate of the situation and make a decision on the course of action
A specified task is a task specifically assigned to a unit by its higher headquarters. Paragraphs 2
and 3 of the higher headquarters’ order or plan state specified tasks. Some tasks may be in paragraphs 4 and
5. Specified tasks may be listed in annexes and overlays. They may also be assigned verbally during
collaborative planning sessions or in directives from the higher commander.
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. Implied tasks are derived from a detailed analysis of the
higher headquarters’ order, the enemy situation, the terrain, and civil considerations. Additionally, analysis
of doctrinal requirements for each specified task might disclose implied tasks.

16. Mission Analysis Briefing
CONSTRAINTS:
A restriction placed on the command by a higher command.
A constraint dictates an action or inaction, thus restricting the freedom
of action of a subordinate commander
ESSENTIAL TASKS:
- A specified or implied task that must be executed to accomplish the mission.
EEFIs:
- Identify those elements of friendly force information that, if compromised, would jeopardize mission success
CCIRs:
All important information elements the commander and staff require to successfully conduct operations
Friendly force information requirements
Priority Intelligence/Information Report (PIR)
The commander and staff identify any constraints placed on their command. A constraint is a
restriction placed on the command by a higher command. A constraint dictates an action or inaction,
thus restricting the freedom of action of a subordinate commander. Constraints are found in paragraph
3 in the OPLAN or OPORD. Annexes to the order may also include constraints. The operation overlay, for
example, may contain a restrictive fire line or a no fire area. Constraints may also be issued verbally, in
WARNOs, or in policy memoranda.
Once staff members have identified specified and implied tasks, they ensure they understand each
task’s requirements and purpose. Any task that must be successfully completed for the commanders to
accomplish their purpose is an essential task. An essential task is a specified or implied task that must be
executed to accomplish the mission. Essential tasks are always included in the unit’s mission statement.
During mission analysis, the staff develops IRs. Information
requirements are all information elements the commander and staff require to successfully conduct
operations; that is, all elements necessary to address the factors of METT-TC (FM 6-0). Some IRs are of
such importance to the commander that they are nominated to the commander to become a commander’s
critical information requirement (CCIR).
In addition to nominating CCIRs to the commander, the staff also identifies and nominates essential
elements of friendly information (EEFIs). Although EEFIs are not CCIRs, they have the same priority as
CCIRs and require approval by the commander. An EEFI establishes an element of information to protect
rather than one to collect. EEFIs identify those elements of friendly force information that, if compromised,
would jeopardize mission success.

17. Inputs and Outputs of MDMP
HR Planning is a continuous process which evaluates operations (current and future) from the HR provider’s functional prospective.
In order for the planning process to be effective HR professionals need to be placed where they can track current operations and influence future operations with additional HR support as required.
HR providers need to anticipate. For example casualty reports would initiate possible EPS actions and replacement ops.
MDMP- Receipt of the Mission/Mission Analysis/ COA Development/COA Analysis/COA Comparison/COA Approval/Orders Production
FM 1-0 Figures 6-1 and 6-2

18. Terminal Learning Objective
TASK: Implement the Military Decision-Making Process (MDMP) CONDITIONS: given a classroom environment, FM 1-0, FM , FM 3-0, FM 4-0 and FM 5-0 and FM 7-15 STANDARDS: apply MDMP to create a Mission Analysis Briefing

19. Implement the Military Decision-Making Process (MDMP)
Part II

20. Terminal Learning Objective
TASK: Implement the Military Decision-Making Process (MDMP) CONDITIONS: given a classroom environment, FM 1-0, FM 3-0 and FM 5-0 STANDARDS: apply MDMP to create a Personnel Annex

21. Composite Risk Management in MDMP
HR Planners must ensure the proper utilization of the CRM process throughout operational planning.
The CRM process sequentially supports each phase in the process; Identify/Assess the Hazards falls into the Plan phase, Develop Controls/Make Risk Decisions aligns with the Prepare phase and Implement Controls/Supervise and Evaluate steps are associated with the Execution phase.
CRM shows the relative significance and serves as an alert in regard to COA decisions and resource allocations.
Figure 6-3 in FM 1-0

22. Inputs and Outputs of MDMP
HR Planning is a continuous process which evaluates operations (current and future) from the HR provider’s functional prospective.
In order for the planning process to be effective HR professionals need to be placed where they can track current operations and influence future operations with additional HR support as required.
HR providers need to anticipate. For example casualty reports would initiate possible EPS actions and replacement ops.
MDMP- Receipt of the Mission/Mission Analysis/ COA Development/COA Analysis/COA Comparison/COA Approval/Orders Production
FM 1-0 Figures 6-1 and 6-2

23. OPERATION ORDER Situation Mission Execution Sustainment
(6) Force protection.
(7) As required.
4. SUSTAINMENT
a. Logistics.
b. Personnel.
c. Health System Support.
5. COMMAND AND CONTROL
a. Command
b. Signal
ACKNOWLEDGE: [Commander’s last name]
[Commander’s rank]
OFFICIAL:
[Authenticator’s Name/Position]
ANNEXES
DISTRIBUTION:
[Classification]
OPERATION PLAN/ORDER [number] [code name]
References
Time Zone Used Throughout the OPLAN/OPORD:
Task Organization
1. SITUATION.
a. Enemy forces.
b. Friendly forces.
c. Environment
(1). Terrain.
(2). Weather.
(3). Civil Considerations.
d. Attachments and detachments.
e. Assumptions.
2. MISSION.
3. EXECUTION.
Intent:
a. Concept of operations.
An operation order is a directive issued by a commander to subordinate commanders for the purpose of effecting the coordinated execution of an operation. Traditionally called the five paragraph field order, an OPORD contains, as a minimum, descriptions of the following:
SHOW SLIDE 32: OPERATION ORDER
Traditionally called the five paragraph field order, the Army Operation Order (OPORD) is composed of five paragraphs:
Situation
Mission
Execution
Sustainment
Command and Control
Paragraph 4, SUSTAINMENT, details the operation’s sustainment and human resources support plan. The SUSTAINMENT paragraph contains the support concept and information on logistics, personnel and health system support.
FM 5-0 (The Operations Process), Appendix E, contains additional information and guidance on the orders process.
Situation
Mission
Execution
Sustainment
Command and Control
FM 5-0, Appendix E

24. OPERATION ORDER OPORD ANNEX F b. Personnel (1) Man the Force
(6) Force protection.
(7) As required.
4. SUSTAINMENT
a. Logistics.
b. Personnel.
c. Health System Support
5. COMMAND AND CONTROL
a. Command
b. Signal
ACKNOWLEDGE: [Commander’s last name]
[Commander’s rank]
OFFICIAL:
[Authenticator’s Name/Position]
ANNEXES
DISTRIBUTION:
[Classification]
OPORD
[Classification]
ANNEX F (SUSTAINMENT) TO OPORD XX]
1. SITUATION.
2. MISSION
3. EXECUTION
4. SUSTAINMENT
a. Logistics
b. Personnel
c. Health System Support
5. COMMAND AND CONTROL
ACKNOWLEDGE:
[Authenticator’s last name]
[Authenticator’s rank]
APPENDIXES:
1. Logistics
2. Personnel Services Support
3. Health System Support
DISTRIBUTION:
ANNEX F
SHOW SLIDE 33: OPERATION ORDER
Attachments to OPORD (annexes and appendixes) are information management tools. They simplify orders by providing a structure for organizing information. The S-1 or a member of the S-1 staff is normally responsible for developing Tab A (HR Support) to Appendix 2 (Personnel Services Support) to Annex F (Sustainment).
Additional information and guidance on SUSTAINMENT, paragraph 4, is located in ANNEX F (SUSTAINMENT) of the OPORD. While the information in ANNEX F is always specific to the mission and commander’s intent, Tab A (HR SUPPORT) to Appendix 2 (PERSONNEL SERVICES SUPPORT) TO ANNEX F (SUSTAINMENT) contains detailed information on HR core competencies.
For every HR leader, it is critical that you are knowledgeable and understand APPENDIX 2 (PERSONNEL SERVICES SUPPORT) to ANNEX F (SUSTAINMENT) and how it supports the commander’s concept of operation. Additionally, you must maintain situational awareness and be prepared to brief subordinate S-1s and unit leaders on the HR support plan derived from the appendix. Remember that not only does the appendix describe the concept of HR support, it also communicates directives to subordinate commanders and staffs.
b. Personnel
(1) Man the Force
(2) HR Services
(3) Personnel Spt
(4) HR P&O
Table E-2, FM 5-0

25. Personnel Services Support Appendix
Man
The
Force
Provide HR Services HR
Plans &
Opns
SHOW SLIDE 31: PERSONNEL SERVICES SUPPORT APPENDIX
NOTE: Transition Slide
Coord
Personnel
Support

26. PERSONNEL APPENDIX Tab A – HR Support Tab B – Financial Management
APPENDIX 2 (PERSONNEL SERVICE SUPPORT) TO ANNEX F (SUSTAINMENT)
Tab A – HR Support
Tab B – Financial Management
Tab C – Legal Support
Tab D – Religious Support
Tab E – Band Operations
SHOW SLIDE 34: APPENDIX 2 (PERSONNEL SERVICES SUPPORT) TO ANNEX F (SUSTAINMENT)
REFERENCE: Table E-2, FM 5-0
Appendix 2 – Personnel Services Support
Tab A – Human Resources Support (G-1 [S-1])
Tab B – Financial Management (G-8)
Tab C – Legal Support (Staff Judge Advocate)
Tab D – Religious Support (Chaplain)
Tab E – Band Operations (G-1 [S-1])
NOTE: Transition slide to HR input

27. TAB A TO APPENDIX 2 TO ANNEX F HUMAN RESOURCES SUPPORT
Reference:
Time Zone Used Throughout the OPLAN/OPORD: (Local)
SITUATION.
a. Area of Interest.
b. Area of Operations.
c. Enemy Forces
d. Friendly Forces
e. Interagency, Intergovernmental, and Nongovernmental Organizations and Contractors who Deploy with the Force
f. Civil Considerations
g. Attachments and Detachments
h. Assumptions
SHOW SLIDE 35: TAB A TO APPENDIX 2 TO ANNEX F
NOTE: Discuss the various sections and format with the students.

28. TAB A TO APPENDIX 2 TO ANNEX F HUMAN RESOURCES SUPPORT
MISSION. State the mission of the HR functional area in support of the base plan or order.
EXECUTION.
a. Scheme of Support
(1) Manning the Force
(a) Personnel Accountability
(b) Strength Reporting
(c) Personnel Readiness Management
(d) Personnel Information Management
(2) Provide HR Services
(a) Casualty Operations Management
(b) Essential Personnel Services
(c) Postal Operations
(3) Personnel Support
(a) MWR
(b) Command Interest Programs
(4) HR Planning and Operations
b. Task to Subordinate Units
c. Coordinating Instructions
SUSTAINMENT
COMMAND AND CONTROL
SHOW SLIDE 36: TAB A TO APPENDIX 2 TO ANNEX F
NOTE: Discuss the various sections and format with the students.

29. CHECK ON LEARNING
As the S-1, you are responsible for preparing the HR Planning Products for an upcoming operation. What are some of the tangible and intangible factors you would consider when developing your HR Planning Products?
Mission – analysis, commander’s intent, and CCIRs
Characteristics of the AO – weather, terrain, civil considerations
Enemy forces – disposition, composition, strength, capabilities
Friendly forces – unit strength, critical MOS shortages, casualty estimates, RSO operations, evacuation policy, task organization, location of HR units, medical facilities, CLTs, postal flow, PA/SR and casualty reporting flow
SHOW SLIDE 37: CHECK ON LEARNING
NOTE: THIS IS A BUILD SLIDE. MOUSE CLICK IS REQUIRED.
Conduct a check on learning and summarize the learning activity.
As the S-1, you are responsible for preparing the HR PLANNING CONSIDERATIONS for an upcoming operation. What are some of the tangible and intangible factors you would consider when developing your HR PLANNING CONSIDERATIONS?
NOTE: CLICK MOUSE
Mission – analysis, commander’s intent, and CCIRs
Characteristics of the AO – weather, terrain, civil considerations
Enemy forces – disposition, composition, strength, capabilities
Friendly forces – unit strength, critical MOS shortages, casualty estimates, R-5 operations, evacuation policy, task organization, location of HR units, medical facilities, CLTs, postal flow, PASR and casualty reporting flow
SHOW SLIDE 24: SUMMARY

30. SUMMARY HR Planning and Operations Doctrine HR Planning Using the MDMP
HR Planning Considerations
Personnel Services Support Appendix

31. Terminal Learning Objective
TASK: Implement the Military Decision-Making Process (MDMP) CONDITIONS: given a classroom environment, FM 1-0, FM 3-0 and FM 5-0 STANDARDS: apply MDMP to create a Personnel Annex