Army National Guard
Battle Command Training Center
Battalion
Pocket Planning Guide
ARNG Battle Command Training Center Fort Leavenworth, Kansas 66027 - 2346
Distribution authorized to Army National Guard units and U. S. Government agencies for official government use. Requests for this document should be addressed to the Battle Command Training Center.
A
RMYN
ATIONALG
UARDB
ATTLEC
OMMANDT
RAININGC
ENTERP
OCKETP
LANNINGG
UIDEThis publication may be distributed in paper media.
Purpose. The purpose of this document is to provide Army National Guard Battalions with a reference guide that may be used to prepare for and conduct unit training and operating requirements. This planning guide applies to all battalion units and their personal, coordinating, and special staff groups.
Preparation and Exception Authority. The authorship and construct of this document resides with the Army National Guard Battle Command Training Center. Change authorization resides with the commander, BCTC.
Suggested Improvements. Users are invited to send comments and suggested improvements via E-Mail to [email protected] or via a written memorandum to:
Battle Command Training Center 8 Sherman Avenue
Fort Leavenworth, Kansas 66027-2346
The Battle Command Training Center will update this publication IAW ARNG transformation requirements.
LTC Jerry Wood Commander
Battle Command Training Center Fort Leavenworth, Kansas 66027-2346
A
RMYN
ATIONALG
UARDB
ATTALIONP
OCKETP
LANNINGG
UIDEABOUT THIS GUIDE--- 1
GENERAL STAFF PLANNING CONSIDERATIONS--- 2
Command and Staff Duties and Responsibilities--- 2
Commander ---2
XO Duties and Responsibilities---2
S1 Duties and Responsibilities ---4
S2 Duties and Responsibilities ---5
S3 Duties and Responsibilities ---6
S4 Duties and Responsibilities ---7
Engineer Duties and Responsibilities ---9
Fire Support Officer (FSO) Duties and Responsibilities--- 11
Signal Officer’s (SIGO) Duties and Responsibilities--- 13
ADA Officer’s (ADO) Duties and Responsibilities --- 14
Chemical Officer’s (CHEMO) Duties and Responsibilities--- 15
Chaplain’s Duties and Responsibilities --- 16
CSM Duties and Responsibilities --- 17
Orders Group Organization --- 18
Battalion Battle Rhythm--- 18
Rules of Engagement (ROE) --- 19
Liaison --- 20
Rehearsals--- 23
Five Rehearsal Types --- 24
Six Rehearsal Techniques--- 25
Rehearsal Responsibilities --- 27
Backbriefs --- 28
Sample Backbrief Format --- 28
Sample Backbrief Agenda --- 29
The Military Decision Making Process (MDMP) --- 30
MDMP Staff Integration --- 31
Gathering MDMP Tools --- 33
MDMP Step 1 – Mission Receipt --- 34
Commander’s Initial Guidance --- 34
MDMP Step 2 – Mission Analysis --- 37
Preparation of a Mission Analysis --- 38
Seeing Ourselves --- 42
Seeing the Terrain --- 44
Seeing the Enemy --- 46
Commander’s Critical Information Requirements (CCIR) --- 48
ISR Planning Considerations and Building a Collection Plan --- 49
MDMP Step 3 - Course of Action Development --- 57
MDMP Step 4 - Course of Action Analysis (War gaming) --- 66
War Game Methods --- 66
War Game Techniques --- 68
Sample Wargaming Procedures --- 69
War Game Tools --- 71
Decision Support Matrix --- 75
War Game Briefing --- 75
MDMP Step 5 - Course of Action Comparison --- 77
MDMP Step 6 - Course of Action Approval --- 78
Decision Matrix --- 78
Decision Briefing --- 79
MDMP Step 7 - Orders Production--- 81
Battalion Orders Briefing --- 81
Orders Annexes --- 82
Reproduction and Dissemination --- 83
SPECIAL STAFF PLANNING CONSIDERATIONS--- 84
Fire Support Planning Checklist --- 84
Indirect fire assets --- 85
Artillery Munitions --- 85
Availability of DS Cannon Battalion Fires and Positioning --- 86
Multiple Launched Rocket System. M270 / M270A1 MLRS Self-Propelled Loader-Launcher (SPLL)--- 87
Planning and Integrating Fires--- 88
NBC Planning Checklist--- 91
Smoke Operations Planning Checklist --- 93
Smoke Platoon Capabilities --- 93
Smoke Platoon Logistics--- 94
Air Defense Planning Checklist--- 95
Engineer Operations Planning Checklist --- 96
REPORTS--- 98
Operations Reports---100
Operations Report (OPREP) --- 100
Format ---100
SALT / SPOT Report (SPOTREP) --- 101
Purpose---101
Format ---101
FBCB2 Report ---101
Serious Incident Report (SIR) --- 103
Contact Report --- 105
Format ---105
Situation Report (SITREP) --- 106
Purpose---106
Instructions ---106
Format ---106
FBCB2 Report ---106
Combat Slant Report --- 108
Short Slant Report ---108
Long Slant Report---108
Closure Report --- 109
Purpose---109
Instructions ---109
Format ---109
Airspace Control Means Request (ACMREQ) --- 110
Report Number ---110
Instructions ---110
Format ---110
Downed / Missing Aircraft Report--- 111
Purpose---111
Instructions ---111
Format ---111
NBC Reports ---112
Request for NBC / Smoke Support --- 112
Format ---112
NBC 1 Report (Initial Observer Report) --- 113
Purpose---113
Instructions ---113
Format ---113
FBCB2 Report ---113
NBC 2 Report (Evaluated Data Report)--- 115
NBC 3 Report (Immediate Warning of Expected Contamination) 116 Purpose---116
Instructions ---116
Format ---116
FBCB2 Report ---116
NBC 4 Report (Report of Radiation Dose Rate Measurement) ---- 117
Purpose---117
Instructions ---117
Format ---117
FBCB2 Report ---117
NBC 5 Report (Report of Areas of Contamination)--- 118
Instructions ---118
Format ---118
NBC 6 Report (Detailed Contamination Report)--- 119
CHEMWARN Report --- 120
Effective Downwind Message Report--- 121
NBC Situation Report (NBC SITREP) --- 122
Engineer Reports---123
Scatterable Minefield Warning Report (SCATMINWARN) --- 123
Purpose---123
Format ---123
Scatterable Minefield Report and Record (SCATMINREP) --- 124
Format ---124
Obstacle Turnover / Transfer Report --- 125
Report for Bridge, Overpass, Culvert, Underpass, or Tunnel (BRIDGEREP) --- 126
Purpose---126
Instructions ---126
Format ---126
FBCB2 Report ---126
Report for Ford, Ferry, or Other Crossing Site (CROSSREP) --- 128
Purpose---128 Instructions ---128 Format ---128 Obstacle Report --- 129 Purpose---129 Instructions ---129 Format ---129 FBCB2 Report ---129
Obstacle Request, Intent or Status Report --- 131
Purpose---131
Instructions ---131
Format ---131
Format ---132
Route Reconnaissance Report (ROUTEREP) --- 133
Purpose---133 Instructions ---133 Format ---133 Closure Report --- 134 Purpose---134 Instructions ---134 Format ---134 Bypass Report --- 135 Purpose---135 Instructions ---135 Format ---135
Purpose---137
Instructions ---137
Format ---137
Intelligence Reports ---138
Sensitive Item Report --- 138
Purpose---138
Instructions ---138
Format ---138
Battle Damage Assessment Report (BDAREP)--- 139
Report Number ---139
Instructions ---139
Format ---139
Detained Civilian Personnel Report (DETAINCIVREP) --- 140
Report Number ---140 Instructions ---140 Format ---140 R&S Report --- 141 Weather Forecast --- 142 Weather Advisory --- 143
Request for Information (RFI) --- 144
Purpose---144
Instructions ---144
Format ---144
Response to RFI Communication (RRFI) --- 145
Instructions ---145
Format ---145
Intelligence Summary (INTSUM)--- 146
Distribution ---146
Format: Written INTSUM Format ---146
Patrol Report --- 147
Purpose---147
Instructions ---147
Format ---147
EPW / Captured Material Report --- 148
Purpose---148 Instructions ---148 Format ---148 SAEDA Report --- 149 Purpose---149 Instructions ---149 Format ---149
SALUTE “A” Report --- 150
Debrief Format--- 151
Personnel Reports ---153
Purpose---153
Instructions ---153
Analog Format ---153
FBCB2 PERSTAT Report ---154
Personnel SPOT Report --- 156
Casualty Report --- 157 Purpose---157 Instructions ---157 Format ---157 MEDEVAC Request --- 158 Purpose---158 Instructions ---158 Format ---158 FBCB2 MEDEVAC Message ---160
Medical Situation Report (MEDSITREP) --- 162
Purpose---162
Instructions ---162
Analog Format ---162
Casualty Feeder Report --- 164
Logistics Reports ---165
Logistics Status Report (LOGSTAT) --- 165
Purpose---165
Instructions ---165
Format (FBCB2 Report) ---165
Battle Loss Report --- 168
AMMO Status / Request --- 169
Purpose---169
Instructions ---169
Format ---169
POL Status / Request --- 170
Purpose---170
Instructions ---170
Format ---170
List of Figures
Battalion Battle Rhythm--- 18
What to Gain From a Rehearsal --- 24
Rehearsal Relationships --- 26
Terrain Model Rehearsal Tools --- 27
Sample Rehearsal Schedule--- 28
Military Decision Making Process Diagram --- 30
Battalion Staff Integration and the MDMP--- 32
Gathering Tools Reference Sheet --- 33
Input-Process-Output Diagram (Mission Receipt) --- 34
Sample Commander’s Guidance Checklist--- 35
Sample Actions After Receipt of Mission --- 36
Input-Process-Output Diagram (Mission Analysis) --- 37
Preparing a Mission Analysis --- 38
Finding Tasks in the OPORD --- 42
Nesting Graphic--- 43
Sample Decision Graphic of Assets Available --- 43
Available Assets Worksheet--- 44
Building a MCOO --- 45
Sample Enemy Template --- 47
Sample Situation Template --- 47
Sample Event Template --- 48
Developing a Battalion Collection Plan --- 49
Collection Plan Development Checklist --- 51
ISR Plan Development Diagram --- 52
Sample ISR Cycle --- 53
Sample Mission Analysis Worksheet--- 55
Sample Mission Analysis Briefing Format--- 56
Input-Process-Output Diagram (COA Development) --- 57
Sample Analysis of Relative Combat Power --- 58
Arraying Initial Forces --- 60
Step 1. Depict terrain--- 62
Step 2. Array the enemy--- 63
Step 3. Apply higher HQ graphics --- 63
Step 4. Sample COA Statement and Sketch--- 64
Sample COA Briefing Format --- 65
Input-Process-Output Diagram (COA Analysis) --- 66
Representation During Directed and Hasty War Game Methods--- 67
Staff Inputs to Wargaming --- 73
Sample War Game Worksheet --- 74
Sample Synchronization Matrix --- 74
Sample Decision Support Matrix--- 75
Sample Briefing Order and Setup--- 76
Input-Process-Output Diagram (COA Comparison) --- 77
Input-Process-Output Diagram (COA Approval)--- 78
Sample COA Decision Briefing --- 80
Input-Process-Output Diagram (Orders Production)--- 81
Sample Orders Briefing Format --- 82
Weather Conditions and NBC --- 93
Sample OPREP--- 100
Sample SALT / SPOTREP (FBCB2)--- 102
Sample SITREP (FBCB2)--- 107 Sample NBC 1 Report (FBCB2) --- 114 Sample NBC 2 Report--- 115 Sample NBC 3 Report (FBCB2) --- 116 Sample NBC 4 Report (FBCB2) --- 117 Sample NBC 6 Report--- 119
Sample CHEMWARN Report--- 120
Sample Effective Downwind Message Report --- 121
Sample Obstacle Turnover / Transfer --- 125
Sample BRIDGEREP (FBCB2)--- 127
Sample Obstacle Report (FBCB2) --- 130
Sample Bypass Report --- 136
Sample R&S Report --- 141
Sample Weather Forecast --- 142
Sample Weather Advisory--- 143
Sample Graphic INTSUM--- 146
Sample SALUTE A Report--- 150
Sample Personnel Status Report (FBCB2) --- 154
Sample Personnel SPOT Report --- 156
Dialog Box on BCOPS Screen (FBCB2) --- 160
Sample MEDEVAC Request (FBCB2)--- 161
Sample Medical SITREP (FBCB2)--- 162
Sample Casualty Feeder Report--- 164
Sample LOGSTAT Report (FBCB2)--- 166
A
BOUTT
HISG
UIDEThe Pocket Planning Guide is not an all-encompassing reference to planning. It is not intended to replace FM 5-0, Army Planning and Orders
Production, or FM 101-5, Staff Organization and Planning. Rather, it
provides a condensed, pocket size, planning reference that commanders and staff officers can use during training for or execution of operational and tactical events, if they do not already have one. References to unit command and staff members are gender non-specific.
While FM 5-0 and 101-5 are the principal references used in preparation of this guide, a regurgitation of these documents is not provided. It is expected that commanders and staffs will refer to these and other doctrinal references as added detail and example are required. Numerous unit Tactical Standing Operating Procedures (TACSOP) were referred to in the build of this guide and selections provided as applicable.
The guide addresses three principal reference areas, General Staff Planning
Considerations that includes the MDMP, Special Staff Planning
Considerations that includes specific special staff checklists, and Reports
that provides examples of 54 reports a battalion may find the need to use. Unit staff personnel are encouraged to refer to the guide for examples and doctrinal direction.
All graphics contained in this guide may be viewed at the BCTC AKO Collaboration Website.
The BCTC AKO Collaboration Website may be accessed as follows: Go to BCTC website at www-bctc.army.mil
Select “Enter the BCTC Website” button Select “The Azimuth” button
Select the “AKO” link, or go to
https://www.us.army.mil/portal/jhtml/community.jhtml?cpid=20485690 03 and sign in
Select “Communities Map” Scroll down and select “TRADOC”
On next screen, scroll down and select “Ft. Leavenworth” Select “BCTC”
Select “BCTC TAFT Section” (bottom right of collaboration window) Select “Pocket Planning Guide”
G
ENERALS
TAFFP
LANNINGC
ONSIDERATIONSPlanning requires creative application of doctrine, tactics, techniques, procedures, units, and resources. It also requires a thorough knowledge and application of the fundamentals of full-spectrum operations. Planning constitutes the development of plans within the commander’s intent and planning guidance and includes identifying the decisive operation and envisioning how shaping and sustaining operations support it. Command and Staff Duties and Responsibilities
Following are command and staff duties and responsibilities presented in the unique context of, “what the staff officer needs to know from the
commander”, and “what the commander needs to know from the staff officer.” The following lists provide core duties and responsibilities. Each unit may have many more to add.
Commander
The commander must decide what has to be done and the best method to get it done, then lead his unit through mission accomplishment. Regarding planning, the commander:
Sets the standards for training the staff Drives the deliberate planning process
Performs the key steps in each step of the MDMP process Directs courses of action (COA)
Is the link between the analytical MDMP and the reality of battlefield execution
XO Duties and Responsibilities
The XO, as the second in command, is normally (but not always the case) the battalion commander's assistant in coordinating and synchronizing the staff.
What the XO needs to know from the battalion commander: How the battalion commander plans to use him
Responsibilities in tactical operations including TOC operations What is the division of labor between the XO and the S3
Decision making authority for the commander / command structure Commander's standing CCIR, intent, and guidance for planning Command philosophy
What the Battalion Commander needs to know from the XO: Operating policies and procedures
Staff coordinated recommendations
Current status of CBT, CS, and CSS assets within the task force Status of available resources
Operating budget Unit Status Report Personnel Materiel readiness
S1 Duties and Responsibilities
The S1 is a vital link in the commander's staff as he assists in supervising the health, morale, and general welfare of the battalion.
What the S1 needs to know from the Battalion Commander: Mission
Commander's concept of operation Commander's intent
Task organization The enemy situation Time available Chain of command
How the commander can be located Rehearsal time and location Priorities for planning
What the Battalion Commander needs to know from the S1: S1 estimate
Number of casualties by maneuver unit at expected enemy contact locations
Status on the delivery of replacements and RTD soldiers Unit combat power
Ability to execute future operations based on present combat strength Duty status of soldiers
Casualty reports Location of the PAC
Emergency medical and preventive medicine measures Reconstitution plan
S2 Duties and Responsibilities
The S2 provides the intelligence and counterintelligence functions for the battalion. His success depends to a large extent on the relationship developed between himself, the Commander, and the S3. If the S3 and Commander do not have confidence in the S2, then tactical plans will not be focused on the enemy and may subsequently fail. This point is critical, because in garrison the S2 and S3 seldom interact, yet in the tactical environment they must work together and have confidence in one another. The Commander and S3 must ensure that a relationship is developed that quickly instills this mutual confidence
What the S2 needs to know from the Battalion Commander: Mission
Commander's concept of operation Commander's intent
High payoff targets
Commander's PIR, including standing / initial PIR Time available
Assets available for R & S
How the commander can be located Chain of command
Rehearsal time and location
What the Battalion Commander needs to know from the S2: S2 estimate
Weather, enemy, terrain, effects on operations
Location of antitank positions, crew served weapons, individual vehicle positions, and dismounted infantry
Location of known and templated barriers, obstacles, minefields Intelligence
Enemy avenue(s) of approach Combat information
Recommended priority intelligence requirements
Command's reconnaissance - surveillance target acquisition assets R & S plan
S3 Duties and Responsibilities
The S3, as the battalion's operations officer, is the Commander's main assistant in coordinating and planning the battle. Note that the Commander must clearly define roles for the XO and S3 dependent on the tactical situation and operational requirements.
What the S3 needs to know from the Battalion Commander: How the Commander plans to use him
S3’s relationship with the command structure and the XO Commander's intent / planning guidance / priorities Time available
What the Battalion Commander needs to know from the S3: Current operation estimate
Command resource allocation priorities including time, personnel, supplies, and equipment.
Proposed task organization and mission responsibilities of subordinate units
Proposed tactical maneuver, dispositions, and fire schemes General locations of command posts
Overview of EW, PSYOP, OPSEC, deception activities, CMO, and rear area protection measures, and IO considerations regarding ROE Overview of airspace considerations
Unit training requirements
Proposed unit training programs / budget / resource allocations Unit readiness status
S4 Duties and Responsibilities
The sustainment of the battalion is the primary responsibility of the S4. He must work closely with the command and staff structure.
What the S4 needs to know from the Battalion Commander: Mission statement
Concept of the operation
Brigade and Battalion Commander's intent The enemy and friendly situation
Priority of fires and effort Priority of maintenance support
Priority of Classes III and V supply and priority for the tailoring of emergency resupply in the combat trains
Any special ammunition requirements Mission essential tasks for each task force unit Maneuver control measures
Time line for operation (phases) Future operations / next mission
Obstacle plan / special needs for target reference point markers in the defense
Chain of command, how the Battalion Commander can be located Rehearsal schedule
Axis of advance and the enemy avenue(s) of approach Resupply time line / pause for recovery
What the Battalion Commander needs to know from the S4:
Input during mission analysis and on all courses of action (COA), to include supportability of COAs (medical, maintenance, emergency resupply)
Key CSS constraints and limitations
Does the S4 understand the mission and tactical concept? Positioning of assets and units to support operations Organization of trains (echelon versus unit)
Status of combat health support plan
Does plan allow CSS functions to be performed as far forward as possible?
Is the main effort weighted?
Unit's fuel / ammunition / maintenance / Class IV barrier material requirements versus on-hand and available
Current status and expected line of departure / defend by time status Class VII weapon system loss estimate
Adequacy of command and control facilities for directing CSS activities Is retransmission needed to talk to BSA / field trains?
Night operation measures / considerations Rehearsal schedule
How are slice elements and other elements supported under task force control?
How are the scouts and counter-reconnaissance (in defense) supported? Resupply method of distribution
Engineer Duties and Responsibilities
Engineers provide the Commander with the technical skills and equipment needed to execute the mobility, counter-mobility, and survivability requirements of the battalion.
What the Engineer needs to know from the Battalion Commander: Mission
Concept of operation Commander's intent The enemy situation The friendly situation
Any special munitions (FASCAM, smoke) Maneuver control measures
Time available Chain of command
How the Commander can be located Rehearsal time and location
Axis of advance
Enemy avenue(s) of approach
Location where the Commander wants to kill the enemy (targeted areas of interest, EA)
Targeted elements (and intent for situational obstacles)
Priorities for employing mobility, counter-mobility, and survivability measures
Obstacle intent, i.e., to turn, fix, block, or disrupt
What the Battalion Commander needs to know from the Engineer: Does he understand the concept of operations
Engineer estimate
Barrier material requirements Mine laying capabilities Blade hours available Target turnover criteria
What problems he anticipates in implementing the Battalion Commander's plan
Has he coordinated with the FSO and S3 to ensure that obstacles are covered by fire?
Priority assets the engineer does not control
Has he coordinated his terrain analysis with the S2 and S3? What equipment does he have direct access to?
Plan for tracking engineer work (obstacle emplacement, survivability positions)
Specified and implied tasks Input to and assessment of COAs Enemy employment of engineer assets
Engineer participation in rehearsals (particularly breaching)
The Engineer should have the following information posted in the TOC or on templates:
Dozer blades available Mines - Class V
Barrier material - Class IV Situational obstacle information Demolitions status
Mine detectors, etc. status Supply points, etc.
IPB NAI / MSR / route clearance operations Planned, expected, % complete obstacles Areas of responsibilities / task organization
Fire Support Officer (FSO) Duties and Responsibilities
The Commander, quite literally, calls the shots. He should make sure that his intent is known to the FSO during the planning phase of the operation. The Commander must use all of the people and equipment at his control to insure that he gets the most from his fire support system. Advanced planning is important. Once the enemy is stopped, the commander must consider his next actions. He should be frugal in planning and not create an
unmanageable number of targets.
Communication is the key to success between the fire planner and the maneuver commander. The process must be continual and the intent of both parties understood. To assist in this process, the following information checklists are provided. Some of the questions will require input from the Commander, others will require special staff input, while many will require a coordinated staff solution.
What the FSO needs to know from the Battalion Commander: Mission Commander's concept of operation
Commander's intent The enemy situation The friendly situation Purpose of fires
Guidance for selection of high payoff targets Priority of fires
BN and BDE EFST for FA and mortars
Any special fires (preparation, FPF, illumination) Fire coordination signals
Any special munitions (FASCAM, smoke) Commander's maneuver control measures Time available
Obstacle plan and EAs (where the CDR visualizes killing the enemy) Chain of command
How the Commander can be located Rehearsal time and location
Axis of advance
Enemy avenue(s) of approach Ammunition resupply procedures
What the Battalion Commander needs to know from the FSO: His targeting capabilities
Recommended EFSTs for mortars / cannon All fire support assets available
Ability of fire support assets to meet defeat criteria as stated in the Commander's attack guidance
Nomination of HPTs
His evaluation of high payoff targets
Are fire control measures synchronized with maneuver control measures?
Are ammunition pre-stocks available?
Is fire support coordinated with the obstacle plan? Who will position and control fire support assets?
How will he provide continuous support to the maneuver force? How long to first round / shift targets / displace
Is fire support tied in with direct fire, CAS, EW, and ADA? Has he coordinated with the S2 / S3 / Signal officer to reduce FSE
electronic signature?
Signal Officer’s (SIGO) Duties and Responsibilities
The importance of communications for effective command and control cannot be overemphasized. If the Commander is planning for a
communications system, he should be guided by the types and amount of equipment that are available. All C-E assets available throughout the command must be considered. This includes equipment in the signal unit as well as the C-E equipment and personnel assigned to the battalion. What the SIGO needs to know from the Battalion Commander:
Mission
Concept of operation Commander's intent The enemy situation
Any special fires (preparation, FPF, illumination) Maneuver control measures
Time available Chain of command
How the Commander can be located Rehearsal time and location
Communication / equipment requirements
What the Battalion Commander needs to know from the SIGO: Communication equipment status
Communication resources available
Communication support available (mobile subscriber equipment coverage)
Special / additional training requirements Modifications in SOIs
Frequency changes / alternate means of communications Anti-jamming plan
ADA Officer’s (ADO) Duties and Responsibilities
The infantry battalion's main air defense asset is a passive measure: remaining undetected. If support is provided from the divisional ADA battalion, the following information checklists will ensure all key ADA-related issues are addressed.
What the ADO needs to know from the Battalion Commander: Commander's intent and scheme of maneuver
Nature and scope of assigned tactical missions Air defense priorities
Priority of air corridors
Can ADA elements with GS mission provide incidental coverage over the battalion area?
Positions of friendly forces in proximity of air defense teams Aviation assets and A2C2 controls or considerations What the Battalion Commander needs to know from the ADO:
Recommended air defense priorities
Number, type, and positioning of ADA weapons defending key assets ADA task organization
Terrain and weather factors and limitations impacting on air defense plan
Threat characteristics and tactics impacting on air defense plan Number of types of ADA weapons available to each defense
Weapon system requirements, limitations, characteristics, impacting on air defense plan
Specified and implied tasks Input to and assessment of COAs An effective early warning plan
Weapons control status and air defense warning status OPSEC plan for ADA assets
Chemical Officer’s (CHEMO) Duties and Responsibilities
The CHEMO provides valuable expertise in the employment of nuclear, biological, and chemical weapons on the integrated battlefield.
What the CHEMO needs to know from the Battalion Commander: Mission
Concept of operation Commander's intent
Intent for fighting contaminated (Commander's) acceptable loss criteria Decontamination priorities / concerns
Employment considerations for NBC reconnaissance Maneuver control measures
Time available Obstacle plan Chain of command
How the commander can be located Rehearsal time and location Axis of advance
Enemy avenue(s) of approach
What the Battalion Commander needs to know from the CHEMO: Does he understand the operational concept?
CHEMO’s criteria for these assessments:
enemy's use of chemical weapons enemy's use of nuclear weapons
CHEMO’s evaluation of the battalion monitoring teams' readiness CHEMO’s assessment of potential downwind vapor hazards CHEMO’s recommendations on employment / missions of attached
NBC assets, if applicable
Decontamination (to include priorities) and smoke operation plans Templated chemical strikes
CHEMO’s identification of NBC reconnaissance mission(s)
Chaplain’s Duties and Responsibilities
The chaplain provides the Commander, the staff, and the soldiers with religious support and pastoral care.
What the Chaplain needs to know from the Battalion Commander: Mission and impact on unit and soldiers
Commander's concept of the operation Commander's intent
The enemy situation Time available Chain of command Task organization
How the commander can be located Rehearsal time and location
Transportation and communication support
What the Battalion Commander needs to know from the Chaplain: Religious support plan
Issues dealing with ethics, morals, and morale as affected by religion Impact of local religious groups and sites on planned military operations Any special religious accommodation requests from soldiers
Any humanitarian issues arising from indigenous groups Location of the UMT
Communication link to battalion UMT
CSM Duties and Responsibilities
The CSM is the Commander's eyes and ears. A CSM has no conflicts of interest. He is dedicated to assisting the Commander in directing the unit towards the successful accomplishment of the mission.
What the CSM needs to know from the Battalion Commander: Commander's intent
Command philosophy
Commander's expectations of a CSM
How the Commander defines the CSM's job in the unit Command focus
What the Battalion Commander needs to know from the CSM: Training status of unit soldiers and leaders
Welfare, morale, and satisfaction of enlisted members within battalion Administration recommendations regarding assignments, discipline,
training, awards and decorations, and uniform regulation relevant to enlisted soldiers of the command
Input on equal opportunity policies established within the unit Potential combat technical and tactical deficiencies in the unit and
Orders Group Organization
There are three orders groups that may be called at any time:
Orders Group A Orders Group B Orders Group C
TF CDR TF XO TF CDR TF CDR TF S3 TF XO TF XO TF S2 TF S4
TF Primary Staff TF Staff
FSO CO CDR’s CDR’s & FSO’s
CO CDR’s SEP PLT LDR’s SEP PLT DR’s
Battalion Battle Rhythm
Establishing an event rhythm directly affects command and staff efficiency and effectiveness.
Battalion Battle Rhythm
OPREP AND SENSITIVE ITEMS REPORT DUE TO BDE CO/SLICE SENSITIVE ITEMS REPORT DUE TO TF TOC
TF CDR’S CONFERENCE CALL
BDE CDR’S CONFERENCE CALL
CDR’S NARRATIVE (CHARLIE RPT) TO BDE
FRAGO FROM TARGETING MEETING TO COMPANIES
OPREP DUE TO BDE OPREP DUE FROM TF UNITS
CO/SLICE SENSITIVE ITEMS REPORT DUE TO TF TOC
BATTLE CAPTAIN BATTLE CAPTAIN SIGO SIGO BATTLE CAPTAIN BATTLE CAPTAIN BATTLE CAPTAIN S3 XO OR S3 BATTLE CAPTAIN 100% ACCOUNTABILITY OR NOTIFICATION TO CDR
BDE UPDATED AS PER RPT
CDR UPDATED ON PAST & NEXT 24 HRS. CO. CDRS RECEIVED GUIDANCE, RAISED CONCERNS, AND REPORTED SENSITIVE ITEMS. CDR PREPARED FOR BDE CONFERENCE CALL
BN CDR RECEIVED GUIDANCE AND RAISED CONCERNS
WRITTEN RECORD OF PAST & NEXT 24 HRS ACTIVITIES
UPDATED HPTL, TARGETING SYNC MATRIX, AND FRAGO
UPDATED TARGETING PRIORITIES 100% ACCOUNTABILITY OR NOTIFICATION TO CDR 100% ACCOUNTABILITY OR NOTIFICATION TO CDR BDE UPDATED AS PER RPT
0500 0530 0630 0700 0730 0800 1400 1130 1430 1300 1500 1700 1800 1100
TIME EVENT RESULT PROPONENT
TF TARGETING MEETING (XO, S3, S2, FSO, OTHERS A/R)
TF TARGETING MEETING (XO, S3, S2, FSO, OTHERS A/R)
Rules of Engagement (ROE)
Following is sample guidance that may be useful. It is not intended as unit doctrine.
Soldiers must become familiar with the application of force. Today’s multitude of scenarios places our soldiers in unfamiliar and oftentimes confusing situations. The following four rules are the basic foundation for rules of engagement. These should be followed in the absence of more specific guidance. The four rules interlock; one rule does not apply to the exclusion of the others. The chain of command may supplement one or more of these rules to permit accomplishment of a mission. In such a case, these rules should guide your judgment only to the extent that they do not conflict with the instructions of your chain of command.
When facing a potential threat, exercise initiative as well as restraint. Any weapons fire must be disciplined and aimed, while also effective in achieving self-defense. When encountering a potential threat, remember “return fire with aimed fire”, “anticipate attack”, “measure the amount of force you use…”, “protect with deadly force…” (R-A-M-P). This keyword will help you respond in a way that protects lives, supports the mission, and complies with the law.
Return fire with aimed fire. Return force with force. You always have the
right, when in danger, to repel hostile acts with necessary force. “Return fire” means that if you have been fired on or otherwise attacked, you may do what you must to protect yourself or fellow soldiers.
Anticipate attack. Use force first if, but only if, you see clear indicators of
hostile intent. This means that self-defense is not limited to returning fire. Soldiers do not have to receive the first shot before using force to protect themselves and other’s lives. When soldiers initiate the use of force to defend themselves, they use what is known as “anticipatory” or “preemptive” force. During non-combat operations, unless ordered
otherwise, you must use anticipatory or preemptive force only when you face an imminent threat of attack and can identify or describe to yourself certain clear indicators of hostile intent. Determine whether someone’s intentions are hostile by considering the same factors you use when reporting enemy information to your leader under the SALUTE format.
Size. How many individuals are you facing? Activity. What is he doing? Pointing a weapon?
Location. Is he within small arms range? In a prepared fighting position? Has he entered a restricted area?
Unit. Is he wearing a uniform? Part of an organized armed force? Time. How soon before he is upon you?
Equipment. Is he armed? If so with what? What is the range and lethality of his weapon?
Measure the amount of force that you use, if time and circumstances permit. Use only the amount of force necessary to protect lives and
accomplish the mission. As a soldier - a professional in the use of force - you are expected to adjust the intensity, magnitude and duration of your force to fit the scale of threat that you face. Excessive force endangers innocent lives and hinders mission accomplishment. If possible, apply a graduated escalation of force, particularly when facing civilian crowds that appear to be unarmed, but also unfriendly. In handling potentially hostile situations, use one or more of the actions in V-E-W-P-R-I-K.
Verbal warning. Tell person(s), in their language, if possible, to disperse, stay away, or halt.
Exhibit weapon. Show your weapon or use some other display that you have superior force at your disposal.
Warning shot. Shoot a warning shot, if authorized.
Pepper spray. Spray cayenne pepper spray, if authorized and available and the individual is close enough.
Riot stick. Strike with riot stick, if authorized and available and if the individual is close enough. Poke fleshy parts of the body first, arms and legs next, and, if necessary, escalate to striking the head.
Injure with fire. Shoot to wound. Kill with fire. Shoot to kill.
Protect with deadly force only human life and property designated by your commander. Stop short of deadly force when protecting other
property.
These four rules (RAMP) operate as an escalation scale when conditions grow more hostile and the situation develops into combat. RAMP states the rules by which you increase your level of force to meet the threat.
Liaison
Purpose. The purpose of this section is to outline the responsibilities and
equipment necessary for personnel designated as liaison officers / NCOs. This section is applicable to personnel serving adjacent and higher units, as well as personnel attached to this unit.
General. The liaison officer / NCO represents the Commander at the
headquarters of another unit. He is responsible for effecting coordination and for promoting cooperation between the two units. As the Commander’s direct representative, it is imperative that the selected individual possess certain qualities:
Bearing. The liaison officer / NCO is the standard bearer for his unit. Personal appearance, physical fitness, technical / tactical expertise, and professionalism are key to ensuring that the liaison officer / NCO gives a lasting first impression.
Briefing Skills. The liaison officer / NCO will often be required to brief the gaining unit on various topics. He must articulate and possess good briefing skills.
Aggressiveness. The information flow is critical to liaison officers / NCO’s success. He must be aggressive in gathering information and ensure it flows properly to the right people.
Responsibilities for establishing liaison are: Lower to higher
Left to right
Supporting to supported Rear to front
Moving to stationary.
Duties. Listed below are the specified duties of the liaison officer / NCO.
They have been broken down into actions taken prior to departure, during execution of the mission and actions taken upon return. This list is not all-inclusive but does provide a solid base to facilitate planning once notified that a liaison officer / NCO will be required.
Duties prior to departure:
Obtain information from each staff section on unit’s status. Understand mission and unit capabilities.
Ensure arrangements for communication and transportation will meet mission requirements.
Should be licensed to operate a vehicle even if assigned a driver. Obtain necessary credentials for identification.
Check language / interpreter requirements.
Duties during assignment:
Keep informed on the situation of own unit and make that information available to the Commander and staff.
Keep an accurate record of reports.
Report on all matters within the scope of the mission.
Aggressively seek out information and ensure it reaches the proper people.
Establish communication with parent unit.
Provide credentials and obtain badges if necessary. Report to S3 battle captain and provide update. Arrange for classified material storage.
Visit each staff / BOS section and exchange information. Attend all briefings and be prepared to brief unit status/plans. Monitor parent unit Command Net and status (informs supported
commander).
Ensure supported commander receives parent unit's reports.
Ensure parent unit receives supported commander’s FRAGO / OPORD. Deliver messages between parent and supported units, as required. Duties upon return:
Brief your Commander on information reference the mission of higher headquarters, unit locations, future operations, and commander’s intent. Transmit mission requirements and / or requests for information Brief staff sections as to detailed information received during the
assignment
Prepare a trip report, if applicable, to ensure that “lessons learned” are recorded for others who may be required to serve as a liaison officer / NCO in the future.
At a minimum, the TF should provide one LNO team to the BCT Main CP. LNO Supporting Analog Unit:
Have the means of following operations in the analog unit (paper maps with overlays, necessary communications, printed orders, and prompt access to changes and FRAGOs)
Manually create the analog unit blue and red situational understanding (SU) and transmit them back to the brigade via digital means
Confirm that any fire support coordination measures are understood at the parent brigade headquarters
Coordinate actions between the two elements using appropriate communication system.
Liaison with civilian authorities and organizations. Command Group and staff will:
Specify what information the liaison team will provide and what information they will protect
Direct what, when, how to report, duration of the mission, limitations on release of information and authority to commit the TF to specific actions Arrange for movement, link-up, and support for liaison teams sent to
civilian authorities and organizations. If interpreters are necessary, the S3 will coordinate for them before the liaison team joins its supported organization.
Team chiefs should:
Assure the security and logistical support of their teams on site Understand their mission, the nature of the organization they’re
supporting and the TF commander’s intent and CCIR Promptly provide critical information to the TF TOC Closely follow the tactical situation
Maintain constant communication with the TF TOC
Safeguard classified information including sensitive tactical information pertaining to TF operations.
Keep supported organization’s leadership informed about LNO whereabouts and duties.
Be able to rejoin the TF headquarters on short notice. Rehearsals
The TF rehearses its operations as part of the MDMP. FM 6-0 provides doctrinal guidance for rehearsals. The doctrinal definition of rehearsals is stated in FM 6-0 as, “the act or process of practicing an action to prepare for the actual performance. Rehearsing key combat actions before execution allows participants to become familiar with the operation and to translate the relatively dry recitation of the tactical plan into visual impression. This visual impression helps them orient themselves to their environment and other units when executing the operation. Moreover, the repetition of combat tasks during the rehearsal leaves a lasting mental picture of the sequence of key actions within the operation.” Rehearsals have proven to have a dramatic effect on battlefield results.
It is important that the commander and staff understand what they want from a rehearsal. Consider the following.
What to Gain From a Rehearsal Rehearsal Visualize Synchronize Clarify Motivate Commander able to pr intent and guidance dire
subordinates and ga support and under
esent his ctly to in their standing
Seeing the enemy, terrain, and friendly units and
their relationships
The arrangement of actions in time, spac purpose to produce max
relative combat po a decisive place an (FM 1-02) military e, and imum wer at d time
Ensure that all subordinates understand the mission
and their supporting roles
Five Rehearsal Types
Confirmation Brief. Routinely performed by a subordinate leader
immediately after receiving any instructions, such as a OPORD, a FRAGO, etc. The higher commander is briefed on their understanding of his intent, their specific task and purpose, and the relationship between their unit’s missions and other units in the operation. (FM 6-0)
Backbrief. Normally performed throughout the MDMP. This rehearsal
allows the commander to clarify his intent early in the subordinate’s tactical estimate procedure. It allows the higher commander to: 1) identify problems in his concept of operation; 2) identify problems in a subordinate unit commander’s concept; and 3) learn how subordinates intend to accomplish their mission. (FM 6-0)
Combined Arms Rehearsal. Normally conducted by a maneuver unit
headquarters after subordinate units have issued their OPORD. This rehearsal ensures that subordinate plans are synchronized with other units, and that the plans of all subordinate commanders will achieve the intent of the higher commander. (FM 6-0) Units should strive to conduct combined arms rehearsals whenever possible.
Support Rehearsal. Units usually perform support rehearsals within the
framework of a single or limited number of operating systems (e.g., FS or CSS rehearsals). Support rehearsals are designed to ensure that the specific BOS can support the higher commander’s plan and accomplish all assigned missions, and to synchronize the particular BOS plan with the maneuver plan. (FM 6-0)
Battle Drill / SOP Rehearsal. Conducted to ensure that all participants
understand a technique or a specific set of procedures. This type of rehearsal is performed at all echelons (most extensively at platoon, squad, and
section). They are performed throughout the MDMP timeline. (FM 6-0)
Six Rehearsal Techniques
Full Dress. Produces the most detailed understanding of the mission.
Involves every soldier and system participating in the operation. Is the most time and resource intensive technique.
Reduced Force. Involves only the unit’s and subordinate unit’s key leaders.
Is less time and resource intensive than the full dress rehearsal.
Terrain Model. The most popular rehearsal technique. Requires less
resources and time than the full dress or reduced force rehearsals. The commander determines the level of leader involvement. Model must be accurate and in sufficient detail to allow battlefield visualization.
Sketch Map. Can be used almost anywhere day or night. You use the same
procedures as the terrain model technique, except the commander uses a sketch in place of the model. Sketch must be large enough for all
participants to see as each subordinate commander walks through the verbal interactive execution of the operation.
Map. Similar to the sketch map rehearsal, except the commander uses a
map and operations overlay of the same scale as being used to plan and control the fight. (This technique is generally the least effective because of map scale.)
Network. Conducted by interactively and verbally executing critical
portions of the operation over established communications networks. The commander establishes a general sequence of events. The unit rehearses only the essential, most-critical portions of the operation.
The following figure depicts the relationships between the six rehearsal techniques and the amount of preparation/resources required, time used, OPSEC risk, leadership participation and the amount of detailed understanding that the participants will likely gain.
As previously stated, the most popular type of rehearsal technique is the terrain model. In order for this technique to be effective, the following tools must be incorporated:
Terrain Model Rehearsal Tools
Rehearsal Responsibilities
Planning. In his initial guidance, the commander provides the type of
rehearsal, technique, place, attendees and enemy COA to be portrayed. The XO ensures all rehearsals are imbedded in the unit’s time management system. (FM 6-0, pg F-7)
Preparation. The commander, ideally, prepares to rehearse the mission
with events phased in proper order from start to finish. The XO, through war-gaming, coordinates and allocates time for the key events requiring a rehearsal; establishes time limits; verifies site preparation; and determines method for controlling the rehearsal and ensures its logical flow.
Subordinate leaders, complete their planning process. Higher headquarters, de-conflicts all sub unit graphics and publishes composite overlays.
Execution. The commander must command the rehearsal, just as he will
command the fight, maintaining focus and level of intensity, allowing absolutely no potential for subordinate confusion. The rehearsal’s purpose is to validate synchronization – the what, when, and where of subordinate unit’s tasks to execute the commander’s intent. The XO should direct the rehearsal. The S3 assists the commander in the fight forward and should rehearse that task. The S2 bases his execution actions on the enemy COA the commander selected during the planning process. Subordinate leaders articulate their units’ actions and responsibilities. Recorder restates any
changes, coordination or clarification. The staff updates the OPORD, the DST, and the synchronization matrix. (FM 6-0, pgs F-9, 10)
Rehearsal Group Attendees TF Commander TF XO
TF CSM TF Staff
Company Commanders
TF Special Staff (i.e. ETAC, EN Co XO)
Attached platoon leaders, squad or team leaders (i.e. GSR team, Avenger / Stinger section)
Sample Rehearsal Schedule
TOPIC BRIEFER
ORIENTATION S3
ENEMY SITUATION S2
ISR OPERATIONS S2/S3
MAIN EFFORT CO TM CO COMMANDER
SUPPORTING EFFORT CO TM CO COMMANDER (S)
FIRE SUPPORT FSO
MOBILITY/COUNTERMOBILIT Y/SURVIVABILITY
EN CO COMMANDER
AIR DEFENSE ADA PLT OR SECTION LEADER
MI GSR OR HUMINT TEAM LEADER
NBC CHEMO
COMMAND AND CONTROL S6
Backbriefs
Backbriefs, previously mentioned as one of the five types of rehearsals, is a valuable tool for the commander to ensure operational clarity.
Sample Backbrief Format
Final backbriefs are conducted after the BN OPORD but before the CO OPORDs. Each CO Commander backbriefs the BN Commander using a blow-up sketch (butcher block size) and desk-side binder.
Sample Backbrief Agenda
Specified Tasks (desk-side binder)
Implied Tasks (desk-side binder)
Essential Tasks (desk-side binder)
Mission (desk-side or blow-up)
Intent (desk-side or blow-up)
Concept of the Operation (blow-up)
Concept of Fires (blow-up)
Concept of Air Defense (blow-up)
Concept of Engineer Support (blow-up)
Concept of Support (blow-up)
CASEVAC Concept (blow-up)
Battle Command Concept (blow-up)
The Military Decision Making Process (MDMP)
The Military Decision Making Process (MDMP)
The MDMP is a planning tool that establishes techniques for analyzing a mission, developing, analyzing, and comparing courses of action against criteria of success and each other, selecting the optimum course of action, and producing a plan or order. Commanders with an assigned staff use it to organize their planning activities, share a common understanding of the mission and commander’s intent, and develop effective plans and orders. The MDMP helps organize the thought process of commanders and staffs, and helps them apply thoroughness, clarity, sound judgment, logic, and professional knowledge to reach decisions.
Military Decision Making Process Diagram
• Mission received from higher HQ or deduced by the CDR / staff
• Higher HQ order / plan / IPB
• Staff estimates facts & assumptions • Restated mission • CDR’s guidance • CDR’s intent • Staff estimates &
products • Threat COAs • Threat COAs • COA statements &
Sketches • Wargame results • Establish criteria • Decision matrix • Approved COA • CDR’s initial guidance • WARNO 1 • Initial ISR Plan • Initial CCIR • Initial IPB products • Restated Mission • CDR’s intent • CDR’s guidance • WARNO 2 • Staff products • Battlefield framework • Preliminary movement • COA statements & sketches
• Wargame results • Task organizations • Mission to subordinates units • Refine CCIR • Decision matrix • Approved COA • Refined CDR’s intent • Specified type of order • Specified type of rehearsal • HPT list • WARNO 3 • OPLAN / OPORD Receipt of Mission Orders Production Approve order Orders Production Approve order Orders Production Approve order Orders Production Approve order Orders Production Orders Production Orders Production Orders Production Orders Production Orders Production Mission Analysis Mission Analysis COA Approval Approve COA COA Approval Approve COA COA Approval COA Approval COA Approval COA Approval COA ApprovalCOA Approval COA Development COA Development COA Development COA Analysis (War Game) COA Analysis (War Game) COA Analysis (War Game) COA Analysis (War Game) COA Analysis (War Game) COA Analysis (War Game) COA Analysis (War Game) COA Analysis (War Game) COA Analysis (War Game) COA Analysis (War Game) COA Comparison COA Comparison COA Comparison COA Comparison COA Comparison COA Comparison COA Comparison COA Comparison COA Comparison COA Comparison C DR’ s Estim a te C DR’ s Estim a te C DR’ s Estim a te C DR’ s Estim a te C DR’ s Estim a te C DR’ s Estim a te INPUTS OUTPUTS St af f Es ti m a te s St af f Es ti m a te s St af f Es ti m a te s St af f Es ti m a te s St af f Es ti m a te s St af f Es ti m a te s
Troop Leading Procedures
Preparation Execution Rehearsals • Mission received from higher HQ or deduced by the CDR / staff
• Higher HQ order / plan / IPB
• Staff estimates facts & assumptions • Restated mission • CDR’s guidance • CDR’s intent • Staff estimates &
products • Threat COAs • Threat COAs • COA statements &
Sketches • Wargame results • Establish criteria • Decision matrix • Approved COA • CDR’s initial guidance • WARNO 1 • Initial ISR Plan • Initial CCIR • Initial IPB products • Restated Mission • CDR’s intent • CDR’s guidance • WARNO 2 • Staff products • Battlefield framework • Preliminary movement • COA statements & sketches
• Wargame results • Task organizations • Mission to subordinates units • Refine CCIR • Decision matrix • Approved COA • Refined CDR’s intent • Specified type of order • Specified type of rehearsal • HPT list • WARNO 3 • OPLAN / OPORD Receipt of Mission Receipt of Mission Orders Production Approve order Orders Production Approve order Orders Production Approve order Orders Production Approve order Orders Production Orders Production Orders Production Orders Production Orders Production Orders ProductionOrders Production Approve order Orders Production Approve order Orders Production Approve order Orders Production Approve order Orders Production Approve order Orders Production Approve order Orders Production Orders Production Orders Production Orders Production Orders Production Orders Production Mission Analysis Mission Analysis Mission Analysis Mission Analysis COA Approval Approve COA COA Approval Approve COA COA Approval COA Approval COA Approval COA Approval COA ApprovalCOA Approval COA Approval Approve COA COA Approval Approve COA COA Approval COA Approval COA Approval COA Approval COA ApprovalCOA Approval COA Development COA Development COA Development COA Development COA Development COA Development COA Analysis (War Game) COA Analysis (War Game) COA Analysis (War Game) COA Analysis (War Game) COA Analysis (War Game) COA Analysis (War Game) COA Analysis (War Game) COA Analysis (War Game) COA Analysis (War Game) COA Analysis (War Game) COA Analysis (War Game) COA Analysis (War Game) COA Analysis (War Game) COA Analysis (War Game) COA Analysis (War Game) COA Analysis (War Game) COA Analysis (War Game) COA Analysis (War Game) COA Analysis (War Game) COA Analysis (War Game) COA Analysis (War Game) COA Analysis (War Game) COA Comparison COA Comparison COA Comparison COA Comparison COA Comparison COA Comparison COA Comparison COA Comparison COA Comparison COA ComparisonCOA ComparisonCOA ComparisonCOA ComparisonCOA ComparisonCOA ComparisonCOA ComparisonCOA ComparisonCOA ComparisonCOA ComparisonCOA ComparisonCOA Comparison COA Comparison C DR’ s Estim a te C DR’ s Estim a te C DR’ s Estim a te C DR’ s Estim a te C DR’ s Estim a te C DR’ s Estim a te C DR’ s Estim a te C DR’ s Estim a te C DR’ s Estim a te C DR’ s Estim a te C DR’ s Estim a te C DR’ s Estim a te C DR’ s Estim a te C DR’ s Estim a te C DR’ s Estim a te C DR’ s Estim a te C DR’ s Estim a te C DR’ s Estim a te INPUTS OUTPUTS St af f Es ti m a te s St af f Es ti m a te s St af f Es ti m a te s St af f Es ti m a te s St af f Es ti m a te s St af f Es ti m a te s St af f Es ti m a te s St af f Es ti m a te s St af f Es ti m a te s St af f Es ti m a te s St af f Es ti m a te s St af f Es ti m a te s St af f Es ti m a te s St af f Es ti m a te s St af f Es ti m a te s St af f Es ti m a te s St af f Es ti m a te s St af f Es ti m a te s
Troop Leading Procedures
Preparation
Execution
Rehearsals
Troop Leading Procedures
Preparation
Execution
MDMP Staff Integration
Staff integration requires that staff officers plan beyond themselves, know what to look for to execute their tasks, know where to get it, and know to start early. The applicability of a particular BOS for a given mission may take the forefront over another, just as the battalion staff personnel
supporting that BOS at that time may have more critical task responsibilities than other staff members.
Regardless, the primary BOS staff members supporting a mission are supported by the integrated task assistance from the rest of the staff. The following diagram reinforces the magnitude of MDMP planning and the criticality of staff integration.