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

Chapter 4
STEP 2 – MISSION ANALYSIS
4-25. The MDMP continues with an assessment of the situation called mission analysis. Commanders
(supported by their staffs and informed by subordinate and adjacent commanders and by other partners)
gather, analyze, and synthesize information to orient themselves on the current conditions of the
operational environment. The commander and staff conduct mission analysis to better understand the
situation and problem, and identify what the command must accomplish, when and where it must be done,
and most importantly why—the purpose of the operation.
4-26. Since no amount of subsequent planning can solve an insufficiently understood problem, mission
analysis is the most important step in the MDMP. This understanding of the situation and the problem
allows commanders to visualize and describe how the operation may unfold in their initial commander’s
intent and planning guidance. During mission analysis, the commander and staff perform the process
actions and produce the outputs shown in Figure 4-2.
Analyze the Higher Headquarters’ Plan or Order
4-27. Commanders and staffs thoroughly analyze the higher headquarters’ plan or order. They determine
how their unit—by task and purpose—contributes to the mission, commander’s intent, and concept of
operations of the higher headquarters. The commander and staff seek to completely understand—
� 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.
4-28. If the commander misinterprets the higher headquarters’ plan, time is wasted. Additionally, when
analyzing the higher order, the commander and staff may identify difficulties and contradictions in the
higher order. Therefore, if confused by the higher headquarters’ order or guidance, commanders must seek
immediate clarification. Liaison officers familiar with the higher headquarters’ plan can help clarify issues.
Collaborative planning with the higher headquarters also facilitates this task. Staffs use requests for
information to clarify or obtain additional information from the higher headquarters.
Perform Initial Intelligence Preparation of the Battlefield
4-29. IPB and the products it produces help the commander and staffs understand situations. IPB is a
systematic, continuous process of analyzing the threat and operational environment in a specific geographic
area. Led by the intelligence officer, the entire staff participates in IPB to develop and maintain an
understanding of the enemy, terrain and weather, and key civil considerations. (See FM 2-01.3 for a more
detailed discussion of IPB.)
4-30. IPB begins in mission analysis and continues throughout the operations process. Results of the initial
IPB include terrain products and weather products (to include the modified combined obstacle overlay),
likely enemy COAs, high-value target lists, and explanations of how key civil considerations affect the
operation. Additionally, the initial IPB identifies gaps in information that the commander uses to establish
initial priority intelligence requirements and requests for information.
4-6 ATTP 5-0.1 14 September 2011