ATTP 5-0.1 Commander and Staff Officer Guide - Army Electronic ...

Chapter 4
MODIFYING THE MILITARY DECISIONMAKING PROCESS
4-12. The MDMP can be as detailed as time, resources, experience, and the situation permit. Conducting
all steps of the MDMP is detailed, deliberate, and time-consuming. Commanders use the full MDMP when
they have enough planning time and staff support to thoroughly examine two or more COAs and develop a
fully synchronized plan or order. This typically occurs when planning for an entirely new mission.
4-13. Commanders may alter the steps of the MDMP to fit time-constrained circumstances and produce a
satisfactory plan. In time-constrained conditions, commanders assess the situation, update the commander’s
visualization, and direct the staff to perform the MDMP activities that support the required decisions. (See
paragraphs 4-186 through 4-189.) In extremely compressed situations, commanders rely on more intuitive
decisionmaking techniques, such as the rapid decisionmaking and synchronization process.
STEPS OF THE MILITARY DECISIONMAKING PROCESS
4-14. The remainder of this chapter describes the methods and provides techniques for conducting each
step of the MDMP. It describes the key inputs and expected key outputs to each step. It also describes how
the staff integrates intelligence preparation of the battlefield (IPB), targeting, composite risk management
(CRM), and reconnaissance and surveillance synchronization throughout the MDMP.
STEP 1 – RECEIPT OF MISSION
4-15. Commanders initiate the MDMP upon receipt or in anticipation of a mission. This step alerts all
participants of the pending planning requirements, enabling them to 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. When commanders identify a new mission, commanders and staffs
perform the actions and produce the expected key outputs.
Alert the Staff and Other Key Participants
4-16. As soon as a unit receives a new mission (or when the commander directs), the current operations
integration cell alerts the staff of the pending planning requirement. Unit standard operating procedures
(SOPs) should identify members of the planning staff who participate in mission analysis. In addition, the
current operations integration cell also notifies other military, civilian, and host-nation organizations of
pending planning events as required.
Gather the Tools
4-17. Once notified of the new planning requirement, the staff prepares for mission analysis by gathering
the needed tools. These tools include, but are not limited to—
� Appropriate field manuals, including FM 5-0 and FM 1-02.
� 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.
4-18. The gathering of knowledge products continues throughout the MDMP. Staff officers carefully
review the reference sections (located before paragraph 1. Situation) of the higher headquarters’ OPLANs
and OPORDs to identify documents (such as theater policies and memoranda) related to the upcoming
operation. If the MDMP occurs while in the process of replacing another unit, the staff begins collecting
relevant documents—such as the current OPORD, branch plans, current assessments, operations and
intelligence summaries, and SOPs—from that unit.
4-4 ATTP 5-0.1 14 September 2011