1. The Military Decision Making Process is an iterative planning process that helps leaders apply thoroughness, clarity, sound judgment, logic, and professional knowledge to understand situations, develop options to solve problems, and reach decisions. It is a process that helps commanders, staffs, and others think critically and creatively while planning. 1. Receipt of mission 2. Mission Analysis 3. Course of Action (COA) Development 4. Course of Action Analysis (War Gaming) 5. Course of Action Comparison 6. Course of Action Approval 7. Orders Production 1. Receipt of mission 2. Mission Analysis 3. Course of Action (COA) Development 4. Course of Action Analysis (War Gaming) 5. Course of Action Comparison 6. Course of Action Approval 7. Orders Production The Staff tasks are numerous and continuous during the entire process, listed are some of them:- –Develop and maintain staff estimates –ID specified and implied tasks –ID constraints –ID key facts and assumptions –Perform IPB (Intelligence Prep of the Battlefield) –Formulate concepts of operation and support in line with the Cdr’s Intent –Develop the scheme of maneuver (probably support) –Prepare, authenticate, distribute their portion of the order Commanders Intent: Courses of Action (COA): 1. 2. 3. Facts and Assumptions CriteriaCOA 1COA 2COA 3 Concept of Operation Criteria 1. 2. 3. 4. 5. Rating Scale 1. Doesn’t meet at all 2. 3. Meets 4. 5. Exceeds

2. The Military Decision Making Process is an iterative planning process that helps leaders apply thoroughness, clarity, sound judgment, logic, and professional knowledge to understand situations, develop options to solve problems, and reach decisions. It is a process that helps commanders, staffs, and others think critically and creatively while planning. 1. Receipt of mission 2. Mission Analysis 3. Course of Action (COA) Development 4. Course of Action Analysis (War Gaming) 5. Course of Action Comparison 6. Course of Action Approval 7. Orders Production 1. Receipt of mission 2. Mission Analysis 3. Course of Action (COA) Development 4. Course of Action Analysis (War Gaming) 5. Course of Action Comparison 6. Course of Action Approval 7. Orders Production The Staff tasks are numerous and continuous during the entire process, listed are some of them:- –Develop and maintain staff estimates –ID specified and implied tasks –ID constraints –ID key facts and assumptions  Perform IPB (Intelligence Prep of the Battlefield)  Formulate concepts of operation and support in line with the Cdr’s Intent  Develop the scheme of maneuver (probably support)  Prepare, authenticate, distribute their portion of the order Commanders Intent: Give BOSS Presidents a block of time to re-charge mentally, physically and emotionally from training. I expect all personnel to return to SOG without incident and be refreshed to continue training. This mission supports IMCOM LOE 2.3 Force Readiness. There are three venues for this mission: Shades of Green, Downtown Disney and City Walk. All personnel must be back to SOG for dinner at 1830. Courses of Action (COA): 1. Shades of Green 2. Downtown Disney 3. City Walk Criteria 1. 2. 3. 4. 5. Facts and Assumptions: Individual must assume cost for any activities during free time Bus is available 0000-0000 No incident means no arrests, drunkenness, police involvement, unprofessional social media posts Participation is voluntary but accountability is required for all personnel during free time CriteriaCOA 1COA 2COA 3 Concept of Operation Schedule Accountability process Alert process for incidents Establish Chain of Command Who is accountable Rating Scale 1. Doesn’t meet at all 2. 3. Meets 4. 5. Exceeds