1. Conduct the Military Decision-Making Process (MDMP)
SHOW SLIDE 1: CONDUCT THE MILLITARY DECISION – MAKING PROCESS (MDMP)
ADMINISTRATIVE DATA:
Academic Hours/Methods
0 hr/5 min Introduction
3 hrs / 40 min Conference / Discussion
0 hr/5 min Summary
4 hrs Total Hours
INTRODUCTION
Method of Instruction: Conference / Discussion
Instructor to Student Ratio is: 1:36
Time of Instruction: 5 mins
Media: Large Group Instruction
INSTRUCTIONAL GUIDANCE: Before presenting this lesson, instructors must thoroughly prepare by studying this lesson and identified reference material. Throughout this lesson, solicit from students the challenges they experienced in the current operational environment (OE) and what they did to resolve them. Encourage students to apply at least 1 of the 8 critical variables: political, military, economic, social, information, infrastructure, physical environment and time.
MOTIVATOR: The Military Decision Making Process, referred to as MDMP, is an extensive planning operation that requires a team to formulate and brainstorm ideas.
Motivation: The MDMP must include input from every staff section. The S1 must be actively involved in the MDMP. As a primary staff member, your job as the Human Resources (HR) expert is to conduct timely and efficient HR operations, regardless of the selected Course of Action (COA). Active participation in MDMP allows you to create an effective HR synchronization matrix that will serve as your guide to conducting HR planning and operations.
Define: synchronization matrix

2. Terminal Learning Objective 21ST CENTURY COMPETENCIES:
LESSON OUTCOME:
This lesson provides an overview of doctrinal responsibilities, philosophies, and objectives for conducting and understanding the Military Decision Making Process (MDMP). As an S1, you will be responsible for HR planning. At the conclusion of this lesson you will be thorough understanding of the MDMP Process enabling you to create a mission analysis brief.
21ST CENTURY COMPETENCIES:
Adaptability and Initiative
Teamwork and Collaboration
Communication and Engagement
Critical Thinking and problem Solving
Tactical and Technical Competence
Action: Conduct the Military Decision-Making Process (MDMP)
Conditions: given a classroom environment, ADP/ADRP 3-0 ,ADP/ADRP 5-0, ADP/ADRP 6-0, FM 1-0, FM 6-0, and awareness of Operational Environment (OE) variables and actors.
Standards: Apply MDMP to create a Mission Analysis Briefing.
SHOW SLIDE 2: TERMINAL LEARNING OBJECTIVE
NOTE: Inform the students of the Terminal Learning Objective (TLO) requirements.
SAFETY REQUIREMENTS. In a training environment, leaders must perform a risk assessment in accordance with DA PAM , Risk Management. Leaders will complete a DD Form 2977 DD Form 2977 DELIBERATE RISK ASSESMENT WORKSHEET during the planning and completion of each task and sub-task by assessing mission, enemy, terrain and weather, troops and support available-time available and civil considerations, (METT-TC). Local policies and procedures must be followed during times of increased heat category in order to avoid heat related injury. Consider the work/rest cycles and water replacement guidelines IAW TRADOC Regulation
RISK ASSESSMENT LEVEL. Low.
ENVIRONMENTAL STATEMENT. Environmental protection is not just the law but the right thing to do. It is a continual process and starts with deliberate planning. Always be alert to ways to protect our environment during training and missions. In doing so, you will contribute to the sustainment of our training resources while protecting people and the environment from harmful effects. Refer to ATP Environmental Considerations and GTA ENVIRONMENTAL- RELATED RISK ASSESSMENT. Environmental protection is not just the law but the right thing to do. It is a continual process and starts with deliberate planning. Always be alert to ways to protect our environment during training and missions. In doing so, you will contribute to the sustainment of our training resources while protecting people and the environment from harmful effects. Refer to ATP Environmental Considerations and GTA ENVIRONMENTAL-RELATED RISK.
EVALUATION: You will be evaluated at the end of the block of instructions. Students must achieve a 70% to obtain a passing score. International Officers must achieve a 60%.
INSTRUCTIONAL LEAD-IN. Understanding Conduct HR Planning Using MDMP’s relationship with other HR Core Competencies and Key Functions is critical to your success as an HR Professional. This lesson provides an overview of doctrinal responsibilities, philosophies, and objectives for implementing the Military Decision Making Process to create a mission analysis briefing.
These Soldiers display a progression of competencies and attributes in the following general learning outcomes:
(1) The Army Profession
(2) Professional Competence
(3) Team Building
(4) Adaptability
(5) Lifelong Learning
21st Century Soldier Competencies are outlined in Appendix C of TRADOC Pamphlet (The U.S. Army Learning Concept for 2015) are general areas of competence or attributes required by Students and leaders to prevail in complex, uncertain environments. Together, they provide a foundation for operational adaptability.

3. References FM 1-0, Human Resources Support, April 2014
FM 6-0: Commander and Staff Organization and Operations
ADP/ADRP 6-0: Mission Command
ADP/ADRP 5-0, The Operations Process
ADP/ADRP 3-0, Unified Land Operations, October 2011
SHOW SLIDE 3: REFERENCES
NOTE: FM 6-0 and ADP AND ADRP 5-0 DISCUSSES PARALLEL PLANNING
Here are the references that we will be using for this block of instruction.
FM , Intelligence Preparation of the Battlefield/ Battlespace, October 2009
FM 7-15, The Army Universal Task List, February 2009

4. HR Core Competencies Core Competency Key Functions
SHOW SLIDE 4: HR CORE COMPETENCIES
Having reviewed the MDMP and understanding the four HR Core Competencies, we can now identify a relationship between MDMP and the fourth core competency, Conduct HR Planning and Operations
HR Planning and Operations includes the actions of Plan, Prepare, Execution and Assess
Plan: Making plans that support the operational mission and providing commanders with options on how best to use HR assets within their organizations. The HR planner is focused on translating the commander’s visualization into a specific COA.
Prepare: Preparing and setting the conditions for success requires an understanding of the operating environment. HR providers anticipate requirements and set into motion activities that allow the force to transition to execution.
Execution: Making execution and adjustment decisions to exploit opportunities or unforecasted requirements providing commanders with the flexibility required to be proactive.
Assess: Continual assessment allows the HR provider to learn and adapt as new information becomes available that provides a clearer picture of the operating environment.
Conduct HR Planning and Operations includes: assessing the current situation and forecasting HR requirements based on the progress of the operation, making execution and adjustment decisions to exploit opportunities or unforecasted requirements, and directing actions to apply HR resources and support at decisive points and time.

5. The Commander’s Role Understand Visualize Describe Direct Lead Assess
SHOW SLIDE 5: THE COMMANDER’S ROLE
Learning Step / Activity Apply MDMP to Create a Mission Analysis Briefing
Method of Instruction: Conference / Discussion
Instructor to Student Ratio: 1:36
Time of Instruction: 7hrs : 40 mins
Media: Large Group Instruction
ADRP 5-0, Para 1-7 The Army’s framework for exercising mission command is the operations process—the major mission command activities performed during operations: planning, preparing, executing, and continuously assessing the operation (ADP 5-0). Commanders, supported by their staffs, use the operations process to drive the conceptual and detailed planning necessary to understand, visualize, and describe their operational environment; make and articulate decisions; and direct, lead, and assess military operations.
FIGURE 1-1. THE OPERATIONS PROCESS
ADRP 5-0, Para 1-8. The activities of the operations process are not discrete; they overlap and recur as circumstances demand. Planning starts an iteration of the operations process (see chapter 2). Upon completion of the initial order, planning continues as leaders revise the plan based on changing circumstances. Preparing begins during planning and continues through execution (see chapter 3). Execution puts a plan into action by applying combat power to seize, retain, and exploit the initiative to gain a position of relative advantage (see chapter 4). Assessing is continuous and influences the other three activities (see chapter 5).
ADRP 5-0, Para 1-9. Both the commander and staff have important roles within the operations process. The commander’s role is to drive the operations process through the activities of understanding, visualizing, describing, directing, leading, and assessing operations as depicted in figure 1-1. The staff’s role is to assist commanders with understanding situations, making and implementing decisions, controlling operations, and assessing progress. In addition, the staff assists subordinate units (commanders and staffs), and keeps units and organizations outside the headquarters informed throughout the conduct of operations. (See FM 6-0 for a detailed discussion of the duties and responsibilities of the staff.)
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 ADRP 5-0, Paragraphs 2-64 thru 2-68). 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. ADRP 5-0 (Paragraphs thru 118) defines control measure as a means of regulating forces or warfighting functions.
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.

6. Army Planning Methodologies
Troop Leading Procedures (TLPs) Military Decision Making Process (MDMP) Army Design Methodology
SHOW SLIDE 6: ARMY PLANNING METHODOLOGIES
Here are the references that we will be using for this block of instruction.
FM , Intelligence Preparation of the Battlefield/ Battlespace, October 2009
FM 7-15, The Army Universal Task List, February 2009

7. Parallel Planning SLOW SLIDE 7: PARALLEL PLANNING
NOTE: FM 6-0, Figure 10-1

8. MDMP and TLP Comparison
SLOW SLIDE 8: MDMP AND TLP COMPARISON
NOTE: FM 6-0, Figure 10-1

9. MDMP Overview Receipt of Mission Mission Analysis 3. COA Development
4. COA Analysis (War Game)
5. COA Comparison
6. COA Approval
7. Orders Production
SHOW SLIDE 9: MDMP OVERVIEW
NOTE: Refer Students to the following references - ADRP 5-0, Figure 2-6 and ADP 5-0,Paragraph (Military Decision Making Process)
STEP 1: Receipt of Mission. Commanders will initiate the MDMP upon receipt of or in anticipation of a new mission. This step sets off a chain reaction. It alerts the staff and Other Key participants. Once the staff has been notified, they will begin to gather the tools necessary to conduct mission analysis. Each staff section will update its current running estimate and conduct an initial assessment. The key input for Receipt of Mission is the higher headquarters’ plan or order, or a new mission anticipated by the commander. The key outputs of the first step of MDMP are: (1) Commander’s initial guidance (2) Initial allocation of time
STEP 2: Mission Analysis. The MDMP continues with mission analysis. Here, the staff gathers, analyzes, and synthesizes information pertaining to the current conditions of the operational environment. This second step focuses on identifying WHAT the command must accomplish, WHEN and WHERE it must be done, and WHY.
A mission statement is a short sentence or paragraph that describes the organization’s essential task (or tasks) and purpose—a clear statement of the action to be taken and the reason for doing so. The mission statement contains the elements of who, what, when, where, and why, but seldom specifies how (JP 5-0). The five elements of a mission statement answer the questions:
􀁺 Who will execute the operation (unit or organization)?
􀁺 What is the unit’s essential task (tactical mission task)?
􀁺 When will the operation begin (by time or event) or what is the duration of the operation?
􀁺 Where will the operation occur (AO, objective, grid coordinates)?
􀁺 Why will the force conduct the operations (for what purpose)?
(NOTE: HAVE STUDENTS REFER TO FIGURE B-2 on ADOBE PAGE 108)
The key outputs of the second step of MDMP are: (1) Mission statement (2) Initial commander’s intent
(3) Initial planning guidance (4) Initial commander’s critical information requirements (CCIRs) and essential elements of friendly information (EEFIs) (5) Updated IPB and running estimates (6) Assumptions
With these outputs defined, the staff can advance to Step 3.
STEP 3: Course of Action (COA) Development. This COA step generates options and includes brainstorming. The staff must use the problem statement, mission statement, commander’s intent, and planning guidance to develop COAs.

10. Step 1: Receipt of Mission
Alert the Staff and Other Key Participants
Gather the Tools
Update Running Estimates
Conduct Initial Assessment
Issue the Commander’s Initial Guidance
Issue the Initial Warning Order
SHOW SLIDE 10: STEP 1: RECEIPT OF MISSION
NOTE:
Alert the Staff and Other Key Participants
Gather the Tools
Update Running Estimates
Conduct Initial Assessment
Issue the Commander’s Initial Guidance
Issue the Initial Warning Order

11. Running Estimate (1 OF 2) FACTS: ASSUMPTIONS: SPECIFIED TASKS:
- 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
SHOW SLIDE 11: RUNNING ESTIMATES ( 1 OF 2)
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.

12. Running Estimate ( 2 OF 2) 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.
Found in mission statement
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 Requirement (PIR)
SHOW SLIDE 12: RUNNING ESTIMATES ( 2 OF 2)
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.

13. Why Running Estimates Matter
SHOW SLIDE 13: WHY RUNNING ESTIMATES MATTER
RUNNING ESTIMATE/PERSONNEL ESTIMATE
As defined by ADP 5-0, Para 61, a running estimate is a staff section’s continuous assessment of current and future operations to determine if the current operation is proceeding according to the commander’s intent and if future operations are supportable.
Building and maintaining running estimates is a primary task of each staff section. The running estimate helps the staff provide recommendations to commanders on the best COA to accomplish their mission. Running estimates represent the analysis and expert opinion of each staff section by functional area. Running estimates are maintained throughout the operations process to assist commanders and the staff in the exercise of command and control
Running estimates example of what happened at the last Super Bowl and a lack of chairs. People paid for tickets, only to be refunded at triple the value when the seats were unavailable. This cut into the profit margin.

14. Step Two: Mission Analysis (1 of 2)
Analyze the Higher HQ Order
Perform Initial IPB
Determine Specified, Implied and Essential Tasks
Review Available Assets and Identify Resource Shortfalls
Determine Constraints
Identify Critical Facts and Develop Assumptions
Begin Composite Risk Management (CRM)*
Develop Initial R&S Synchronization Tools
Develop Initial R&S Plan
SHOW SLIDE 14: STEP TWO: MISSION ANALYSIS (1 OF 2)
NOTE:
Analyze the Higher HQ Order
Perform Initial IPB
Determine Specified, Implied and Essential Tasks
Review Available Assets and Identify Resource Shortfalls
Determine Constraints
Identify Critical Facts and Develop Assumptions
Begin Composite Risk Management (CRM)*
Develop Initial R&S Synchronization Tools
Develop Initial R&S Plan

15. Step Two: Mission Analysis (2 of 2)
Update Plan for Use of Available Time
Develop Initial Themes and Messages
Develop a Proposed Problem Statement
Develop a Proposed Mission Statement
Present the Mission Analysis Briefing
Develop and Issue Initial Commander’s Intent
Develop and Issue Initial Planning Guidance
Develop COA Evaluation Criteria
…..and ISSUE A WARNING ORDER
SHOW SLIDE 15: STEP TWO: MISSION ANALYSIS (2 OF 2)
Update Plan for Use of Available Time
Develop Initial Themes and Messages
Develop a Proposed Problem Statement
Develop a Proposed Mission Statement
Present the Mission Analysis Briefing
Develop and Issue Initial Commander’s Intent
Develop and Issue Initial Planning Guidance
Develop COA Evaluation Criteria
…..and ISSUE A WARNING ORDER

16. Risk Management in MDMP
SHOW SLIDE 16: RISK MANAGEMENT IN MDMP
Prior to developing COAs, 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.
In order to qualify as a valid Course of Action, COAs must pass the test of being feasible, acceptable, suitable and distinguishable. In addition, valid COAs must also be complete.
NEXT SLIDE
Figure 6-3 in FM 1-0

17. Review MDMP 1. Receipt of Mission 2. Mission Analysis COA Development
COA Analysis (War Game)
5. COA Comparison
6. COA Approval
7. Orders Production
SHOW SLIDE 18: REVIEW MDMP
STEP 3: Courses of Action (COA) Development - Key inputs center around the mission statement, initial commander’s intent, planning guidance, CCIRs and EEFIs, updated IPB and running estimates and assumptions;
(NOTE: HAVE STUDENTS REFER TO ADRP 5-0, Figure 2-6, Step 3)
The key outputs of the third step are:
(1) COA statements and sketches
(2) Tentative task organization
(3) Broad concept of operations
(4) Revised planning guidance
(5) Updated assumptions
STEP 4: COA Analysis (War Game) War-gaming begins to scrutinize each COA. By applying action, reaction, and counteraction methods of friendly and enemy forces, the staff can identify where the proposed COAs are currently weak. By identifying vulnerabilities within each COA, the staff can revise the COAs accordingly.
(NOTE: HAVE STUDENTS REFER TO ADRP 5-0, Figure 2-6 Step 4)
The key outputs of the fourth step of MDMP are:
  (1) Refined COAs
(2) Potential decision points
(3) War-game results
(4) Initial assessment measures
Now that the staff has scrubbed their COAs, it is time to compare COA performance against each other.
(NOTE: HAVE STUDENTS REFER TO ADRP 5-0, Figure 2-6, Step 5)
STEP 5: COA Comparison - it is the staff’s responsibility to identify and recommend the COA with the highest likelihood of success against the enemy’s most likely COA. The staff will then recommend a specific COA to their Commander in the form of a course of action decision briefing. The key outputs of the fifth step of MDMP are:
(1) Evaluated COAs
(2) Recommended COAs
(3) Updated running estimates (FM 1-0 Para 6-18/19)
(4) Updated assumptions
(NOTE: HAVE STUDENTS REFER TO ADRP 5-0, Figure 2-6, Step 6)
STEP 6: COA Approval Post decision briefing, the Commander will select the suitable COA. Once the staff has the Commander’s decision, they must once again review the selected COA and make any last necessary revisions. The key outputs of the sixth step of MDMP are:
  (1) Commander-selected COA and any modifications
(2) Refined commander’s intent, CCIRs, and EEFIs
(3) Updated Assumptions
 Now the staff is ready to conduct the final step of MDMP.
(NOTE: HAVE STUDENTS REFER TO ADRP 5-0, Figure 2-6, Step 7)
STEP 7: Orders Production In this final phase, the staff prepares the order or plan by transforming the desired COA into a clear, concise concept of operations. The key outcome of this final step is the
Approved operation plan or order

18. Courses of Action Feasible Acceptable Suitable Distinguishable
Complete
SHOW SLIDE 19: COURSES OF ACTION
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
The key outputs of the third step of MDMP are: (1) COA statements and sketches (a) Tentative task organization (b) Broad concept of operations (2) Revised planning guidance (3) Updated Assumptions

19. Review MDMP
1. Receipt of Mission 2. Mission Analysis 3. COA Development 4. COA Analysis (War Game) 5. COA Comparison 6. COA Approval 7. Orders Production
SHOW SLIDE 20: REVIEW MDMP
STEP 4: COA Analysis (War Game) War-gaming begins to scrutinize each COA. By applying action, reaction, and counteraction methods of friendly and enemy forces, the staff can identify where the proposed COAs are currently weak. By identifying vulnerabilities within each COA, the staff can revise the COAs accordingly.
(NOTE: HAVE STUDENTS REFER ADRP 5-0, Figure 2-6, Step 4)
The key outputs of the fourth step of MDMP are:
  (1) Refined COAs
(2) Potential decision points
(3) War-game results
(4) Initial assessment measures
(5) Updated assumptions
Now that the staff has scrubbed their COAs, it is time to compare COA performance against each other.
(NOTE: HAVE STUDENTS REFER ADRP 5-0, Figure 2-6 Step 5)
STEP 5: COA Comparison - it is the staff’s responsibility to identify and recommend the COA with the highest likelihood of success against the enemy’s most likely COA. The staff will then recommend a specific COA to their Commander in the form of a course of action decision briefing. The key outputs of the fifth step of MDMP are:
(1) Evaluated COAs
(2) Recommended COAs
(3) Updated running estimates (FM 1-0 Para 6-18/19)
(4) Updated assumptions
NOTE: Refer Students to ADRP 5-0, Figure 2-6, Step 6)
STEP 6: COA Approval Post decision briefing, the Commander will select the suitable COA. Once the staff has the Commander’s decision, they must once again review the selected COA and make any last necessary revisions. The key outputs of the sixth step of MDMP are:
  (1) Commander-selected COA and any modifications
(2) Refined commander’s intent, CCIRs, and EEFIs
(3) Updated Assumptions
 Now the staff is ready to conduct the final step of MDMP.
NOTE: Refer Students to ADRP 5-0, Figure 2-6, Step 7)
STEP 7: Orders Production In this final phase, the staff prepares the order or plan by transforming the desired COA into a clear, concise concept of operations. The key outcome of this final step is the Approved operation plan or order.
ADRP 5-0, Figure 2-6

20. Mission Analysis Briefing
MDMP Summary
Mission Analysis Briefing
SHOW SLIDE 21: MDMP SUMMARY
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
Decision
Briefing
ADP/ADRP 5-0
or Figure 6-2, FM 1-0

21. 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?
SHOW SLIDE 22: CHECK ON LEARNING
ADRP 5-0, Figure 2-6 ( 1-Receipt of Mission, 2-Mission Analysis, 3-Course of Action (COA) Development, 4-COA Analysis (War Games), 5-COA Comparison, 6-COA Approval, 7-Orders Production, Dissemination, and Transition)
ADRP 5-0, Figure 2-6 (Essential Elements of Friendly Information)
ADRP 5-0, Figure 2-6 ( Step 3)

22. Implement the Military Decision-Making Process (MDMP)
SHOW SLIDE 23: IMPLEMENT THE MILITARY DECISION-MAKING PROCESS (MDMP)
Part II

23. OPERATION ORDER (1 OF 2) 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:
Situation
Mission
Execution
Sustainment
Command and Control*
SHOW SLIDE 24: OPERATION ORDER (1 OF 2)
Traditionally called the five paragraph field order, the Army Operation Order (OPORD) is composed of five paragraphs:
Situation
Mission
Execution
Sustainment
Command and Control
C2 is replaced with mission command, according to FM 3-0, Change 1 (February 2011) / ADP 3-0, dated 10 October 2011
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 6-0, Figure C-2 The example in figure C-2 provides the format and instructions for developing the base OPLAN or OPORD..
* C2 replaced by Mission Command, MC
FM 6-0, Figure C-2

24. OPERATION ORDER (2 OF 2) 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
b. Personnel
(1) Man the Force
(2) HR Services
(3) Personnel Spt
(4) HR P&O
SHOW SLIDE 25: OPERATION ORDER (2 OF 2)
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.
FM 6-0, Figure C-2

25. 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 26: PERSONNEL APPENDIX 2 (PERSONNEL SERVICES SUPPORT) TO ANNEX F (SUSTAINMENT)
REFERENCE: FM 6-0, Annex F, Table C-2
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

26. 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 27: TAB A TO APPENDIX 2 TO ANNEX F HUMAN RESOURCES SUPPORT (FM 6-0, Figure C-3)
NOTE: Discuss the various sections and format with the students.

27. 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 28: TAB A TO APPENDIX 2 TO ANNEX F (FM 6-0, Figure C-3)
NOTE: Discuss the various sections and format with the students.

28. Terminal Learning Objective 21ST CENTURY COMPETENCIES:
LESSON OUTCOME:
This lesson provides an overview of doctrinal responsibilities, philosophies, and objectives for conducting and understanding the Military Decision Making Process (MDMP). As an S1, you will be responsible for HR planning. At the conclusion of this lesson you will be thorough understanding of the MDMP Process enabling you to create a mission analysis brief.
21ST CENTURY COMPETENCIES:
Adaptability and Initiative
Teamwork and Collaboration
Communication and Engagement
Critical Thinking and problem Solving
Tactical and Technical Competence
Action: Conduct the Military Decision-Making Process (MDMP)
Conditions: given a classroom environment, ADP/ADRP 3-0 ,ADP/ADRP 5-0, ADP/ADRP 6-0, FM 1-0, FM 6-0, and awareness of Operational Environment (OE) variables and actors.
Standards: Apply MDMP to create a Mission Analysis Briefing.
SHOW SLIDE 29: TERMINAL LEARNING OBJECTIVE
NOTE: Inform the students of the Terminal Learning Objective (TLO), Lesson Outcome, and the 21st Century Competencies.
NOTE: Inform students that they will be conducting a mission analysis brief prior to the STAFFEX.
Assign Practical Exercise: Pre-deployment Mission Analysis (In preparation for STAFFEX)
-3 hours to prepare a mission analysis briefing as an S1 (six battalions) to the commander (class advisor)
Focus of the brief is to capture the pre-deployment, create a running estimate, develop assumptions, identify essential, specified and implied tasks from the OPORD and give the commander a personnel estimate on the pre-deployment readiness of the battalion
Students should utilize current manning guidance, PPD, policies and DCS Checklist
-Conclusion:
-Goal is to learn about roles/responsibilities of different staff sections – what stood out to some of you about coordinating across staff sections?
-S1 role requires coordination with various staff sections to ensure mission success
-Lesson intended to highlight the fact that mission accomplishment requires staff coordination – although you may be the BN S1, you will set yourself up for success by understanding the roles/responsibilities/capabilities of other staff sections
-Highlight impact of quad chart
SUMMARY Method of Instruction: Conference / Discussion
Instructor to Student Ratio: 1:36
Time of Instruction: 5 mins
Media: Large Group Instruction