1. MDMP-M : Commander’s Appreciation & Operational Design
Reference: MNF SOP Version 3.1
MDMP-M :
Commander’s Appreciation & Operational Design
Introduction
Multinational Planning Augmentation Team
Mobile Training Team (MPAT MTT)
07 December 2017

2. Purpose
Discuss the role of the Commander in forming an understanding (Commander’s Appreciation) of the mission and providing intent and guidance to lead further planning
Discuss the development of Operational Design
References
Multinational Force Standing Operating Procedures (MNF SOP)
The Theory of Operational Art, James Schneider, 01 Mar 1988

3. MDMP-M Process
Within the MDMP-M Process, there is a cycle of development and analysis that constantly informs and is informed by the on-going Commander-centric development of an overall Operational Design. Once begun, planning is continuous.
In the initial stage of the process, the Commander receives guidance from higher authorities to begin planning, and based on this guidance, the Commander gathers information on two major elements – the environment and the problem. One of the main vehicles for informing the Commander on the environment of the expected operation is the Operational Intelligence Preparation of the Environment (OIPE).
OIPE itself is an analytical process used by operational intelligence organizations to produce intelligence estimates and other intelligence products in support of the force commander’s decision-making process. It is a continuous process that includes defining the operational environment; describing the impact of the operational environment; evaluating the adversary; and determining and describing adversary potential courses of action.
While the OIPE in general focuses on facts and assumptions related to the environment and the adversary, the Commander is also responsible for gaining a full understanding of the problem between the adversary and friendly forces. This problem can include “white” information, the difference between the actual and the desired states, any limitations, the input of other commanders and the potential range of actions available to achieve the desired end-state. 3

4. What is Operational Design?
Framework to meet the challenge identified by higher headquarters
Continues process of:
Identifying information gaps
Seeking a set of timelines
Assigning broad responsibilities
Ensures staff has elements for consideration that will guide COA development
As the Commander gains an “appreciation” of the facts of the situation, his/her focus then shifts to crafting a framework for planning to meet the challenge.
The Commander will describe, visualize and communicate intent based on this conceptual framework which is, itself, an iterative analytical process – Operational Design. Operational Design is intended to describe the initial commander’s intent issued at receipt of the order to being planning. It continues the process of identifying information gaps, identifying a proper set of timelines and assigns broad responsibilities.
Most importantly, it provides the planning staff with a shared understanding of the environment, the problem and the desired end-state to guide COA development.
Operational Design is cognitive and often produces as many questions as answers. Nonetheless, in this part of the process, the Commander begins to lay down the framework for the entire strategy, campaign or operation. The Commander relies on the staff to provide as credible and accurate information and analyses as possible and to follow directives in order to refine knowledge.
In the following slides, we will see how the ideas and theories underpinning Operational Design have developed.
Provides a shared understanding of the environment, problem and desired end-states 4

5. Staff gains shared understanding
Operational Design
Starting Conditions
HHQ formally or informally directs MNF to begin planning
Staff provides Commander with initial OIPE
Ending Conditions
Commander’s Intent is issued
C2 Intel publishes OIPE
C5 Plans publishes Commander’s Operational Design
Warning Order #1 issued
In order to initiate the development of Operational Design, the Force Commander will have received either verbal guidance or a formal Warning Order from HHQ.
Second, the Commander will have received an Operational Intelligence Preparation of the Environment (OIPE) from the staff.
The goal of the initial round of Commander’s Appreciation and Operational Design development will result in the MNF HQ having sufficient elements to begin to cultivate a shared understanding of the situation. The step is complete when the Commander’s Intent/Guidance is issued along with time constraints for the MDMP-M planning process that is to follow, beginning with Mission Analysis.
At this point, the C2 will publish the OIPE, C5 will publish the Commander’s Operational Design and comments, the MNF will review formal minutes, and Warning Order #1 is issued.
Staff gains shared understanding 5

6. Continuous process to inform planning and execution
Key Steps
Commander’s Appreciation
Orientation
Environment
Problem
Operational Design
Time Appreciation
Initial Commander’s Guidance
This stage in the MDMP-M process actually involves two somewhat discreet elements: the Commander’s Appreciation and the Operational Design. The first frames the problem while the second sets conditions for a solution.
The Commander’s Appreciation is a combination of the Commander’s knowledge, environmental elements and the problem; this combination leads to the formulation of intent and guidance. In order to form the Appreciation, the Commander works through three linked stages: Orientation, Understanding the Environment, Understanding the Problem.
Orientation – the Commander’s Orientation is the first opportunity the Commander has to grasp the problem and its context, including what he/she is expected to solve. The Commander, staff and designated other discuss the environment and nature of the problem.
Environment – An understanding of the environment goes a long way to revealing particulars of the problem by providing background facts, connections and information that contextualize the issue for the Commander. These revelations will allow the beginnings of tasks to emerge along with desired future states and the difference between current and future desired states will be apparent.
Problem – Critical thinking and frank dialogue help reveal the essential activities that will resolve the elements of the problem. They may point out potential future planning needs.
Next, the Operational Design emerges as the Commander conceptualizes the operation; guidance stemming from Design is visual, descriptive and directive in nature. Design is adaptive and required constant dialogue and collaboration among staff elements and the Commander. Design is aimed at achieving greater understanding of 1) the environment, 2) the nature of the problem and 3) appropriate solutions.
Neither the Commander’s Appreciation nor the Operational Design are complete at the end of this stage. Rather they are continuously refined throughout the MDMP-M process. They, in turn, support learning during planning.
Continuous process to inform planning and execution 6

7. Step 1: Commander’s Appreciation
Small group of key staff members to familiarize the Commander with the problem, environment and potential resources
Works through sequential orientation of each element of the threat, environment and friendly views of desired solutions
The Commander’s Appreciation begins with the Force Commander, partner nations’ National Command Elements (NCEs), the Deputy Commander, Chief of Staff and directorate heads in a small group meeting wherein they will receive the OIPE.
This small group will address:
1) The current OIPE and confirm how it describes the problem in terms of the environment, the threat, friendly forces and other stakeholders;
2) The Commander’s judgment and analysis of how the OIPE and HHQ guidance should be incorporated;
3) Background information, facts, status, connections, actors, habitat, local beliefs and other elements that make up the operational environment;
4) How the problem lends itself to solutions;
5) What types of operational elements will be useful in building the framework for resolution.
The Appreciation is essentially a cognitive process 10

8. Step 1: Commander’s Appreciation
OIPE
Basic environment, conditions and stakeholders
Orientation
Strategic context, trends, information gaps, etc.
Environment
Actors, culture, geography, time
Problem
How the threat operates in the environment
Design
Elements useful in the operational environment
The stages in this cognitive process are crafted to build up the Commander’s understanding (along with other staff members’ understanding) in a systematic way. It takes the science side of the staff’s work – analysis heretofore done – and allows the Commander to put those elements back together visually to construct a framework for resolution. This understanding and visualization will lead to the conceptualization or Operational Design.
First, the group is briefed on the current OIPE. The OIPE is continuously refined during planning, all the way through until end-state conditions are met.
Next, the Commander moves the discussion on to his/her own orientation. This process stems from the Commander’s cognitive needs regarding how to integrate the OIPE with the HHQ guidance; it is a process of judgment and analysis. Items to be considered may include:
A. The strategic context, including what may or may not be included in guidance; the history of the problem; why is the problem important to the nation strategically; what domestic political considerations are at play; and whether there are treaty obligations or other limitations on the Commander’s ability to act.
B. Stakeholders involved and their relationships to the problem, to friendly forces and to adversaries; whether or not there are neutral or unknown actors that may or may not have an interest on the outcome but whose intentions are concealed.
C. Trends in the situation that the commander can seek to reinforce, stabilize or counter/redirect.
D. What the Commander needs to know or understand that is not yet clear – the “unknowns”.
E. Assumptions, impediments to end-state attainment and factors that may be missing in the HHQ mission statement.
After attaining a basic orientation of the situation, the discussion should move onto to understanding the environment. This will require facts, information and connections regarding local and other actors, the habitat, culture, language & religion, geography, climate and security, as well as issues of economics and time constraints/views.
Once the environment is described, the group can then move on to how the problem operates in the environment. It will consider issues of how both the adversary and friendly forces operate within the environment, how information flows, what resources are available, the difference between current and desired conditions as well as what limitations exist on potential tasks, actions and timing. At this point, initial staff estimates of the problem and solutions can be incorporated into the Commander’s knowledge base.
Finally, the Commander can begin to enumerate elements of the operation, notably end-states and objectives, centers of gravity, lines of operations, forces and functions, and leverage, among other. The question to answer will be what types of operational elements will be useful in building the framework for resolution. 11

9. Step 2: Operational Design
Commander initiates development
Will provide a framework for COA Development
Provides for shared appreciation of situation
The design incorporates
A Narrative Description
The Commander’s Visualization
Commander’s Intent
Following a thorough Orientation that establishes the Commander’s Appreciation of the situation as it stands, the Commander will initiate the Design process. It will, in the end, provide a conception of how the Commander views the operation, supporting COA Development and bringing the entire staff to a shared understanding of the problem and the Commander’s intentions for the direction of the operation to resolve the problem.
Operational Design promotes comprehensive planning 12

10. Step 2: Operational Design
Narrative
Thought, analysis, and judgment
Cohesive framing of the situation
Visualization
Supports the narrative
Informs COA Development
Commander’s Intent
Purpose
Method
End State
Operational design defined: The conception and construction of the framework that underpins a campaign or major operation plan and its subsequent execution.
The Commander’s Narrative describes the problem and ties all thought, analysis and judgment into a cohesive structure. This is the Commander’s method of communicating his/her desire for the shape of planning.
The Commander’s Visualization may take verbal or pictorial form to support how COAs are imagined and developed.
Commander’s Intent brings in informal directives to the staff as guidance for planning. 13

11. Step 2: Operational Design Elements
The Commander’s Design will take into consideration not only the environment or setting, and the problem but will utilize a particular set of design elements – much like elements architects use to create an integrated structure/building – to define the direction and limitations of the operation
Termination is an essential component whereby forces know when to terminate military operations and how to preserve achieved advantages.
Centers of gravity (CoGs) are those characteristics, capabilities, or locations from which a military force derives its freedom of action, physical strength, or will to fight.
Decisive points, usually geographic in nature, can assist a force in gaining a marked advantage over the enemy and may greatly influence the outcome of an action.
“Direct versus Indirect” refers to the JFC’s attacking of enemy COGs directly or indirectly.
Operational reach and approach discusses the range in which the joint force can prudently operate or maintain effective operations, emphasizing that basing, in the broadest sense, is an indispensable foundation of joint operational art.
Simultaneity and depth are used to bring force to bear on the opponent’s entire structure in a near simultaneous manner.
Forces and functions of the enemy are typically targeted by joint force operations concurrently, in order to create the greatest possible contact area between friendly and enemy forces.
Arranging operations will often consist of a combination of simultaneous and sequential operations to achieve the desired end state conditions quickly and at the least cost in personnel and other resources.
Synergy is a concept that relates to integrating and synchronizing operations.
Balance is an appropriate mix of forces and capabilities within the joint force.
Anticipation is the key to effective planning so as to remain alert for the unexpected and for opportunities to exploit the situation.
Leverage is used to impose a force’s will on the enemy, increase the enemy’s dilemma, and maintain the initiative.
In US Doctrine:
Timing and tempo serve to assist forces in dominating the action, remaining unpredictable, and operating beyond the enemy’s ability to react, with the goal being to exploit friendly capabilities and inhibit the enemy.
Culmination has both an offensive and defensive application. In the offense, the culminating point is the point in time and space at which an attacker’s combat power no longer exceeds that of the defender. A defender reaches culmination when the defending force no longer has the capability to go on the counteroffensive or defend successfully.

12. Step 3: Time Appreciation
Time parameters for crisis response
Planning timelines (time available for planning)
Operational timelines (timing of operations / execution)
Planning at the MNF and component levels will have different time requirements
With a narrative and visual description of the Operational Design in hand, the Commander and staff must step back and consider time lines not only for the operation but for planning. In abbreviated Crisis Action Planning activities, the Commander may direct how many OPTs will work or how many COAs will be developed, and this will affect component planning as well as all of the stages in the MDMP-M planning cycle.

13. Step 4: Initial Commander’s Guidance
Guidance includes:
Battle / Operational Rhythm
Initial guidance on force readiness levels / preparations
C5, C3 FOPS & COPS responsibilities
Incorporates guidance for multinational coordination and cooperation with other governmental agencies
With the Operational Design available to staff and the Commander/staff having completed a review of critical time-lines, the Commander publishes his/her Initial Commander’s Intent. It includes guidance on the Battle Rhythm based on the expected planning and operational time requirements. It also prepares initial readiness criteria for forces and personnel and sets out planning responsibilities for C5, C3 FOPS and C3 COPS.
This statement of intent will incorporate any special guidance for multi-national elements, including coordination with governmental agencies to support comprehensive planning.
With this intent pushed out to staff, Warning Order #1 is published to provide immediate information on the pending mission, readiness and planning guidance, including to the components, partner-nations in the MNF and other supporting organizations.
Support comprehensive planning

14. Warning Order #1 is published; staff continues work on estimates
Review
Commander’s Appreciation
Orientation
Environment
Problem
Operational Design
Time Appreciation
Initial Commander’s Guidance
Remember that neither the Commander’s Appreciation nor the Operational Design are complete at the end of this stage. Rather they are continuously refined throughout the MDMP-M process. They, in turn, support learning during planning.
Warning Order #1 is published; staff continues work on estimates 17

15. Review
Operational design is the central factor the Commander uses to learn and make informed decisions
It is present throughout the Commander’s Decision Cycle
New information leads to refinements in design
Adaptation of design leads to new questions
To review, the Commander gains an Appreciation of the situation and begins to visualize the operation to resolve the problem. Just as in the Commander’s decision cycle in the midst of operations, the Commander’s decision cycle for operational design is continual, putting decisions into action and observing the outcomes in order to provide new information for the next iteration of planning/deciding.

16. Discussion