Planning and Operations Staff Products Using MDMP

Planning and Operations Staff Products Using MDMP
Warrant Officer Advance Course Man The Force Develop HR Planning and Operations Staff Products Using MDMP Provide HR Services SHOW SLIDE: HR PLANNING AND OPERATIONS INTRODUCTION. The HR planning and operations core competency provides commanders with the ability to ensure continuous human resources support throughout an operation. The S-1 plays an important role in the military decision making process (MDMP) and in executing operations orders; consequently, it is important for you to understand the human resource inputs into decision-making and problem-solving processes. Classroom discussions will introduce you to the brigade S-1’s human resource planning responsibilities and documents, such as personnel (running) estimates and sections of the unit operations order for which the S-1 is responsible. MOTIVATOR. HR staff officers at every command level, starting with the battalion S-1, perform HR Planning and Operations. Effective HR Planning and Operations requires HR providers to have a firm understanding of the full capabilities of HR units and organizations. This understanding allows the HR provider to better anticipate requirements and inform the commander. HR providers must understand how to employ doctrine in any operating environment and be technically competent in the current HR systems, processes, policies, and procedures required to support Soldiers and commanders engaged in full spectrum operations. Coord Personnel Support JUNE 2012

Job Interview Concrete Experience
SHOW SLIDE: TERMINAL LEARNING OBJECTIVE NOTE: Inform the students of the Terminal Learning Objective.

Terminal Learning Objective
ACTION: Implement Human Resources (HR) Planning and Operations using the Military Decision Making Process (MDMP) CONDITIONS: Using readings, classroom discussions, presentations and doctrinal publications including FM 1-0 (HR Support), ADP 4-0 (Sustainment) FM 6-0, (Commander and Staff Officer Guide), FM (Knowledge Management Section) and ADRP 5-0 (The Operations Process) and awareness of Operational Environment (OE), variables and actors. STANDARD: Demonstrate a knowledge of MDMP through classroom participation and successful completion of all HR planning practical exercises and briefings that include the following learning activities: 1. Communicate HR Plans and Operations Doctrine 2. Conduct HR Planning using MDMP 3. Prepare a Synchronization Matrix 4. Prepare an HR Planning Considerations Brief 5. Prepare a Personnel Appendix SHOW SLIDE: TERMINAL LEARNING OBJECTIVE NOTE: Inform the students of the Terminal Learning Objective.

HR Planning and Operations
HR Planning and Operations is the means by which the HR Provider envisions a desired HR end state in support of the operational commander’s mission requirements. Must have a firm understanding of the full capabilities of HR units and organizations Understand how to employ doctrine in any operating environment Be technically competent in current HR systems, processes, policies and procedures Understand how HR support is delivered in an operational environment Assess P R E A L N X C U T Battle Command SHOW SLIDE: HR PLANNING AND OPERATIONS The operations process synchronizes the HR planning functions which include: Plan: Making plans that support the operational mission and providing commanders with options on how best to utilize 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. FM 1-0, Chapter 6

HR Planning is a continuous process that evaluates current and future operations from a functional perspective of the HR provider. HR CRITICAL TASKS HR Planning Considerations ID constraints ID key facts & assumptions Formulate HR support Determine HR resources ID specified/implied tasks Prepare Annexes Prepare OPLANs Planning HR PPG, Policies Guidance Key HR Planning Information Task Org Unit strength data Casualty estimates MOS/ASI shortages RSO Operations Evacuation policy Manning priorities Key leader reconstitution Casualty reporting flow Location of MTFs Location of CLTs Postal flow rate PA/SR reporting Theater policies Develop/Assess COAs Continuous Process SHOW SLIDE: HR PLANNING AND OPERATIONS (PLANNING) HR Planning sets the conditions for effective, decentralized HR support to the modular force. Planning activities initially focus on gathering information and mission analysis, then on to development of COAs, the assessment of COAs, and ultimately result in staff recommendations to the commander for decision. The S-1 receives key HR planning data from many sources. Higher headquarters G-1 guidance, OPLANs, OPORDs, and published guidance is generally the first source. The S-1 will also find important information in the Army G-1 Personnel Policy Guidance (PPG) and the theater PPG published by either the ASCC G-1 or the Combatant Commander J-1. Other brigade/battalion staff sections also provide useful information to the S-1. In many instances, the S-1 will have to aggressively pursue critical HR planning data necessary to formulate sound recommendations. For example, postal and PAX flow rates and HR unit rules of allocation are essential to effectively prepare a HR PLANNING CONSIDERATIONS or perform generic HR planning. Some planning guidance is systemic and while other planning guidance will be determined by higher headquarters or the operational condition of the theater. S1 sections perform the following critical tasks during the planning process: Develop and maintain the HR PLANNING CONSIDERATIONS Identify constraints Identify key facts and assumptions Formulate the concept of support in line with the concept of operation and the commander’s intent Determine HR resources require to support the operation by COA Identify specified and implied tasks Prepare, authenticate, and distribute the HR plan in the form of approved annexes, estimates and OPLANs PREPARE RECOMMENDATIONS HR unit & system capabilities, limitations, and employment Risk identification and mitigation HR organization for operations C2 relationships Resource allocation & employment Location & movement of HR units Assess FM 1-0, para 6-4

HR Operations is the process of tracking current and future execution of HR support through the following process: 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 Directing actions to apply HR resources and support at decisive points and time MWR POSTAL RSO PA / SR CASUALTY ONGOING OPERATIONS SHOW SLIDE: HR PLANNING AND OPERATIONS (OPERATIONS) Meeting the goal of providing efficient and effective HR support relies on the multi-functional HR technician that has the collective knowledge, skills, and ability to focus and apply those skills in support of the Army’s most important asset – its people. HR support will continue to be an important element of all military operations. Only those who think strategically, work collaboratively, inspire and lead Soldiers and civilians can achieve the desired outcomes. Other areas which HR personnel should focus on include: Agile and clear HR policies. HR policies must be clear, encompassing, and flexible enough to apply to the greatest number of personnel and address the widest range of circumstances. They must be adaptable enough to be able to guide and inform personnel in complex and changeable circumstances. Effective HR practices. HR practices that emanate from the policy-level should be streamlined, intuitive, and able to effect stable and predictable process results. Competency-based skills. HR personnel must be competent and able to accomplish HR core competencies and essential tasks. Competencies align with the responsibilities, knowledge, skills and attributes needed to fulfill mission requirements. This would entail clear definitions of Soldier and civilian responsibilities and knowledge, skills and attributes – which would provide personnel with clear guidance on what is expected from them and increase objectivity in assessments. Outcome-oriented. In an environment that measures HR performance, the emphasis is on successful outcomes in fulfillment of mission priorities. While it is important to have effective HR processes and practices in place, it is critical that the ends drive the means. Leader development. The success of the HR support depends upon leadership at all levels reinforcing the HR principles. Therefore, the Army must devote significant resources to ensure the excellence of the overall workforce. F O C U S Agile and clear HR Policies Effective HR Practices Competency-based Skills Outcome-oriented Leader Development FM 1-0, para 1-24

Operate HR Command and Control (C2) Nodes includes the establishment, operation, and maintaining connectivity to HR data and voice communicates nodes needed for HR Operations. SIPRNET NIPRNET eMILPO EDAS COPS MEDPROS RLAS RCAS SHOW SLIDE: HR PLANNING AND OPERATIONS Operation of HR C2 nodes includes the establishment, operation, and maintaining connectivity to HR data and voice communications nodes needed for HR operations. HR C2 nodes are required to enable HR personnel access to HR databases and should provide access across all commands and echelons, and to higher and lower elements. This slide depicts just a few of the key enabling systems you must be able to access. DTAS DCIPS TPS TOPMIS FM 1-0, para 1-25

HR Planning Using the MDMP
Man The Force HR Planning Using the MDMP HR Plans & Opns Provide HR Services Coord Personnel Support SHOW SLIDE: HR PLANNING AND OPERATIONS NOTE: Transition slide

MDMP – ADRP 5-0 Chapter 1 – Fundamentals of the Operations Process
Chapter 2 – Planning Chapter 3 – Preparation Chapter 4 – Execution Chapter 5 – Assessment An iterative planning methodology to understand the situation and mission, develop a course of action, and produce an operation plan or order “The Military Decision Making Process is an iterative planning methodology that integrates the activities of the commander, staff, subordinate headquarters, and other partners to understand the situation and mission, develop a course of action and produce an operation plan or order for execution. The MDMP helps leaders apply thoroughness, clarity sound judgment, logic and professional knowledge to understand situations, develop options to solve problems, and reach decisions. SHOW SLIDE: MDMP The MDMP process should be familiar to all of you based on your real-world experiences and previous training. 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, para 2-65). 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 (para 2-114) 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. ADRP, 5-0, para 2-52, MDMP

Exercise of Mission Command
Mission command is based on mutual trust and a shared understanding and purpose between commanders, subordinates, staffs, and unified action partners. It requires every Soldier to be prepared to assume responsibility, maintain unity of effort, take prudent action, and act resourcefully within the commander’s intent. SHOW SLIDE: Exercise of Mission Command SECTION III. Presentation. Learning Step/Activity 1 Exercise of Mission Command Method of Instruction: Conference/Discussion Instructor to Student Ratio: 1:30 Time of Instruction: 3 hours Media: Large Group Instruction NOTE: The purpose of this lesson is not to impart knowledge and move on – it is to get students thinking about how to best prepare for and exercise mission command. There are not a lot of slides in the lesson, but there is great potential for discussion. While topic slides do introduce knowledge for consideration, they are primarily designed to start discussions and constantly engage students, even in the GNI portion. The information covered in this lesson is basic, and even students with no background can prepare for the lesson by completing the reading assignment. Everyone has the capacity to participate and provide value added for this lesson. The purpose in this block of instruction is to first help students realize they have a good idea of what exercise mission command is and to, facilitate discussion and critical thought of new information, and then push students to the next level and have them apply their knowledge in a planning process. Instructors must be thoroughly familiar with the topics and structure of the lesson to properly facilitate a small group. For each topic, ask students “Why is this important?” Figure 1-1 and Paragraph 1-1 Talks about the Army approach to Mission Command. MDMP is one of the tools used to Produce Mission Orders and facilitate Mission Command. Executed Through War Fighting Function The related tasks and systems that develop and integrate those activities enabling a commander to balance the art of command and the science of control in order to integrate the other war fighting functions. Personnel Networks Information Systems Processes and Procedures Facilities and Equipment Mission Command System Enabled By

MDMP Roles Commander Staff FM 6-0 Paragraph 2-1 thru 2-7
The commander is in charge of the military decision-making process and decides what procedures to use in each situation. The commander’s personal role is central: his participation in the process provides focus and guidance to the staff. There are decisions that are the commander’s alone. The less time available, the less experienced the staff, or the less accessible the staff, generally the greater the commander involvement. The Chief of Staff or XO manages, coordinates, and disciplines the staff’s work and provides quality control. A military staff is a single, cohesive unit organized to help the commander accomplish his mission and execute his other responsibilities. The staff is an extension of the commander, although the staff has no command authority of itself, and is not in the chain of command. The staff exists to serve the commander and provides support to other subordinate commands. SHOW SLIDE: MDMP ROLES The commander is in charge of the MDMP and decides what procedures to use in each situation. The planning process hinges on a clear articulation of his battlefield visualization. He is personally responsible for planning, preparing for, and executing operations. From start to finish, the commander’s personal role is central: his participation in the process provides focus and guidance to the staff. However, there are responsibilities and decisions that are the commander’s alone: - He issues his initial guidance. - He approves the restated mission He states his commander’s intent. - He issues subsequent guidance. - He approves CCIR (Commander’s Critical Information Requirements) - He approves the COA (Course of Action). - He refines the commander’s intent. - He specifies the type of rehearsals. - He specifies the type of order to issue. - He makes all risk decisions. The time available, his personal preferences, and the experience of the staff drive the amount of his direct involvement. The less time available, the less experienced the staff, generally the greater commander involvement. The commander uses the entire staff during the MDMP to explore the full range of probable and likely enemy and friendly COAs, and to analyze and compare his own organization’s capabilities with the enemy’s. The staff effort has one objective-to collectively integrate information with sound doctrine and technical competence to assist the commander in his decisions, leading ultimately to effective plans. The CofS or XO manages, coordinates, and disciplines the staff’s work and provides quality control. He must understand the commander’s guidance because he supervises the entire process. He ensures the staff has the information, guidance, and facilities it needs. He provides time lines to the staff, establishes brief back times and locations, and provides instructions. By issuing guidance and participating in formal and informal briefings, the commander and the CofS/XO guide the staff through the MDMP. Such interaction helps the staff resolve questions and involves the entire staff in the total process. The selected COA and its implementing OPORD are directly linked to how well both the commander and staff accomplish each phase of the MDMP. FM 6-0 Paragraph 2-1 thru 2-7 "Your staff won't win the war for you, but it can prevent you from winning." BG John E. Miller

Three Major Components of KM
Knowledge Management Is the art of creating, organizing, applying, and transferring knowledge to facilitate situational understanding and decision making Supports improving organizational learning, innovation, and performance Processes ensure that knowledge products and services are relevant, accurate, timely, and useable to commanders and decision makers Helps commanders make informed, timely decisions despite the fog and friction of operations Enables effective collaboration by linking organizations and Soldiers requiring knowledge Enhances rapid adaptation in dynamic operations Applies analysis and evaluation to information to create knowledge Defining information requirements is an important aspect of knowledge management to focus development of knowledge products (e.g., CCIRs) Three Major Components of KM People—those inside and outside the organization who create, organize, share, and use knowledge, and the leaders who foster an adaptive, learning environment. Processes—the methods to create, capture, organize, and apply knowledge. Technology—information systems that help collect, process, store, and display knowledge. Technology helps put knowledge products and services into organized frameworks. SHOW SLIDE: KNOWLEDGE MANAGEMENT Knowledge management is the art of creating, organizing, applying, and transferring knowledge to facilitate situational understanding and decision making. Knowledge management supports improving organizational learning, innovation, and performance. Knowledge management processes ensure that knowledge products and services are relevant, accurate, timely, and useable to commanders and decision makers. Knowledge management has three major components: People—those inside and outside the organization who create, organize, share, and use knowledge, and the leaders who foster an adaptive, learning environment. Processes—the methods to create, capture, organize, and apply knowledge. Technology—information systems that help collect, process, store, and display knowledge. Technology helps put knowledge products and services into organized frameworks. Knowledge management exists to help commanders make informed, timely decisions despite the fog and friction of operations. It also enables effective collaboration by linking organizations and Soldiers requiring knowledge. Knowledge management enhances rapid adaptation in dynamic operations. It applies analysis and evaluation to information to create knowledge. Since a wide range of knowledge might affect operations, the commander’s information requirements may extend beyond military matters. Defining these requirements is an important aspect of knowledge management. Establishing their CCIRs is one way commanders define their information requirements. The CCIRs focus development of knowledge products. Reference: FM

What is the HR field grade role in the
Military Decision Making Process? What you want… Asking the right question… Optimal decisions Wisdom Therefore? Situational understanding Field grade Knowledge Which means? Company grade SHOW SLIDE: FIELD GRADE ROLE IN MDMP Instructor notes: The purpose of this slide is to provide a technique for the field grade on how to approach analysis of a problem. The goal is to get the students to understand their future role as field grades so as to assist the commander and staff with situational understanding and ultimately with making optimal decisions. Instructor Notes: Based on the last two slides there should be some discussion and possibly new awareness by the students as to their future role as a field grade officer and in particular during the MDMP. Possible questions you might ask the students include: Is this a useful method to approach situational understanding? How does this method of thinking change your understanding of the role of field grade officers? How can you use this during the MDMP over the next several days and in the future? Information So what? Situational awareness Data What?

SHOW SLIDE: MDMP PROCESS
NOTE: MDMP Chart from ADRP 5-0, Figure Remind students of the seven step process and talk through the process. ADRP 5-0, Figure 2-6

(1 of 8) Input Receipt of plans, orders and guidance from higher HQs New mission anticipated by the commander Process Gather tools Update HR Estimate Conduct initial assessment Output Cdr’s initial guidance Initial operational timeline Initial WARNO Step 1 Receipt of Mission Step 2 Mission Analysis Step 3 COA Development Step 4 COA Analysis (War Game) Step 5 COA Comparison Step 6 COA Approval SHOW SLIDE: MDMP – RECEIPT OF MISSION Step 1 is the receipt of plans, orders, and guidance from higher headquarters or a new mission anticipated by the commander. This step should include the commander’s initial guidance and a decision to conduct initial planning, to include timelines. This step concludes with a warning order to the staff or subordinate units. HR planners will ensure the composite risk management (CRM) process is included as part of each phase of the operations planning process. Risk is a function of the probability of an event occurring and the severity of the event expressed in terms of the degree to which the incident impacts combat power or mission capability. CRM is the Army’s primary decision making process for identifying hazards and controlling risks across the full spectrum of Army missions, functions, operations, and activities. (See ATP 5-19, Risk Management, for more information). CRM is a five-step process that also serves as an integrating process for the sustainment warfighting function in Army operations. The CRM subjectively quantifies probability and severity through the use of the Army risk assessment matrix leading to a determination of risk level. Risk levels help show relative significance and serve to alert and inform leaders as they make decisions regarding the COA selection and resource allocation. CRM also assists leaders in deciding where and when to apply sustainment assets and information. Step 7 Orders Production Step 5 COA Comparison Step 6 COA Approval

(2 of 8) As part of Mission Analysis, the mission is clearly stated and the commander provides “commander’s intent,” planning guidance and identifies CCIR and EEFIs. HR Planners need to consider: Step 1 Receipt of Mission Step 2 Mission Analysis Step 3 COA Development How does the commander’s intent focus HR support efforts? Unit and system capabilities, limitations, and employment including ability to access voice and data systems for HR/C2 Unit organization for HR Operations / Manpower allocations Personnel Strength Data / Unit Strength Maintenance HR Support and Services Prepare estimates for Personnel Replacements based on casualties, non-battle losses, and projected administrative losses Prepare Casualty Estimates Command and support relationships Step 4 COA Analysis (War Game) Step 5 COA Comparison Step 6 COA Approval SHOW SLIDE: MDMP – MISSION ANALYSIS During this step HR planners conduct mission analysis. As part of the mission analysis, the mission is clearly stated and the commander provides “commander’s intent,” planning guidance and identifies initial commander’s critical information requirements (CCIR) and essential elements of friendly information are identified. NOTE: Facilitate a student-centered discussion on factors HR Planners should consider. Step 7 Orders Production Step 5 COA Comparison Step 6 COA Approval

(3 of 8) Mission Analysis (con’t) Step 1 Receipt of Mission Step 2 Mission Analysis Step 3 COA Development Resource allocation and synchronization of organic and supporting units Locations and movement of HR units and supporting HROB Current and near-term (future) execution of HR support Updating the running estimate / personnel estimate Knowledge of unit mission and mission of supported/supporting units Identify key specified and implied tasks Identify constraints and how the end state affects HR shortfalls Identify key facts and assumption Prepare, authenticate and distribute the HR Plan in the form of approved annexes, estimates, appendices, and OPLANS Identify initial CCIRS and EEFIs Issue / receive warning order update Step 4 COA Analysis (War Game) Step 5 COA Comparison Step 6 COA Approval SHOW SLIDE: MDMP – MISSION ANALYSIS (CON’T) NOTE: Facilitate a student-centered discussion on factors HR Planners should consider. Step 7 Orders Production Step 5 COA Comparison Step 6 COA Approval

(4 of 8) The COA Development phase for the HR Planner involves: Developing an understanding of the concept of operation and the concept of support.  Providing HR planning guidance as necessary.  Determining HR resources required to support each COA.  Ensuring HR capabilities, strength impacts, and HR asset vulnerabilities are considered.  Ensuring deployment, intra-theater transit or movements, and redeployment are considered.  Ensuring current and future HR operations are included in COA. Step 1 Receipt of Mission Step 2 Mission Analysis Step 3 COA Development Step 4 COA Analysis (War Game) Step 5 COA Comparison Step 6 COA Approval SHOW SLIDE: MDMP – COA DEVELOPMENT NOTE: Facilitate a student-centered discussion on the COA Development process. Step 7 Orders Production Step 5 COA Comparison Step 6 COA Approval

(5 of 8) The COA Analysis (War Game) step is where COAs are refined, the running estimate is updated, and making changes made to the planning guidance. Specific HR planning actions include: Refining the status and location of all HR friendly forces.  Listing critical HR events in war gaming.  Determining how to evaluate HR events.  Assessing the results of the war gaming (from an HR perspective). Step 1 Receipt of Mission Step 2 Mission Analysis Step 3 COA Development Step 4 COA Analysis (War Game) Step 5 COA Comparison Step 6 COA Approval SHOW SLIDE: MDMP – COA Analysis (War Game) NOTE: Facilitate a student-centered discussion on the COA Analysis (War Game) Process Step 7 Orders Production Step 5 COA Comparison Step 6 COA Approval

(6 of 8) COA Comparison compares the COAs evaluated in Step 4 with the results of the war game to determine the recommended COA. Specific actions include: Refining COAs based on war game results. Comparing relative success of achieving HR success by each COA. Identifying the advantages and disadvantages of each COA. Identifying any critical areas of HR support which may impact on each COA, if any. Identifying major deficiencies in manpower or in number of HR units, teams, or squads. Recommending the best COA from an HR perspective. Step 1 Receipt of Mission Step 2 Mission Analysis Step 3 COA Development Step 4 COA Analysis (War Game) Step 5 COA Comparison Step 6 COA Approval SHOW SLIDE: COA COMPARISON NOTE: Facilitate a student-centered discussion on the COA Comparison. Step 7 Orders Production Step 5 COA Comparison Step 6 COA Approval

(7 of 8) COA Approval. The commander selects and modifies the COA. Specific actions include: Selecting best COA; modifies as necessary. Refining commander’s intent, CCIRs, and essential elements of friendly information. Issuing the warning order. Step 1 Receipt of Mission Step 2 Mission Analysis Step 3 COA Development Step 4 COA Analysis (War Game) Step 5 COA Comparison Step 6 COA Approval SHOW SLIDE: MDMP – COA Approval NOTE: Facilitate a student-centered discussion on the COA approval process and commander’s intent. Step 7 Orders Production Step 5 COA Comparison Step 6 COA Approval

(8 of 8) Orders Production. Prepare, authenticate, and distribute the operation plan or order. Step 1 Receipt of Mission Step 2 Mission Analysis Step 3 COA Development HR Planners will ensure Composite Risk Management (CRM) is included in each phase of the operations planning process. Step 4 COA Analysis (War Game) Step 5 COA Comparison Step 6 COA Approval SHOW SLIDE: MDMP – ORDER PRODUCTION NOTE: Facilitate a student-centered discussion on the Orders Production process. Identify “best practices” students may have been involved with. Step 7 Orders Production Step 5 COA Comparison Step 6 COA Approval FM 1-0, para 6-10

Synchronization Matrix
PHASE 1 PHASE 2 PHASE 3 PHASE 4 PHASE 5 PHASE 6 CC DEPLOY BUILD UP MVMT TAA TO ATK ATK POS TO OBJ EST SEC & RES SVCS CIV AUTH / REDEPLOY SRP / SOLDIER READINESS / AVAIL STRENGTH / COORD REAR DET REPORTING TRACK BCT CMT POWER / INPUT TO CCIR/EEFI / COORD REAR DET RPT / USR TRACK BCT CMT POWER / REPL/CAS FLOW / COORD REAR DET RPT / USR MONITOR CRITICAL MOS / CAS RATES / CCIR & EEFI / COORD READ DET RPT / USR TRACK CBT PWR / CROSS-LEVEL ACROSS BCT / COORD READ DET RPT / USR TRACK CBT PWR / CROSS-LEVEL ACROSS BCT / COORD READ DET RPT / USR PRM ID CRITICAL SHORTFALLS / MONITOR GAINS / BUILD MANIFEST IN TPS EMPLOY DTAS; MONITOR SUBORDINATE UNITS MAINTAIN BATTLE RHYTHM FOR DTAS UPDATES MAINTAIN BATTLE RHYTHM FOR DTAS UPDATES; UTILIZE CLT TO TRACK CASUALTIES MAINTAIN BATTLE RHYTHM FOR DTAS UPDATES; UTILIZE CLT TO TRACK CASUALTIES MAINTAIN BATTLE RHYTHM FOR DTAS UPDATES; COORD WITH REAR DETACHMENT PA Synchronize a COA across time, space, and purpose Visual and Sequential representation of Critical Tasks Can be used as an Annex to OPLAN / OPORD MAN THE FORCE FINALIZE REPORTING PROCEDURES FOR SUB UNITS ESTABLISH BATTLE RHYTHM FOR JPERSTAT MAINTAIN BATTLE RHYTHM FOR JPERSTAT MAINTAIN BATTLE RHYTHM FOR JPERSTAT MAINTAIN BATTLE RHYTHM FOR JPERSTAT SR EMILPO CONTINUES AS SYSTEM OF RECORD; CONTINUE TO SYNC EMILPO DTAS DATA UPDATE MPFs / UPDATE EMILPO / DUIC POPULATED UPDATE ORB / ERB EMILPO CONTINUES AS SYSTEM OF RECORD; CONTINUE TO SYNC EMILPO WITH DTAS DATA EMILPO CONTINUES AS SYSTEM OF RECORD; CONTINUE TO SYNC EMI WITH DTAS DATA PIM UPDATE DD93 / SGLV ‘ DEERS RAPIDS CAC / EST. CDR’S AWARD PGM AND POLICY CONTINUE TO PROVIDE EPS AS REQUIRED CONTINUE TO PROVIDE EPS AS REQUIRED CONTINU EPS AS AWARD PROCESSING; COMPLETE CASUALTY DOCUMENTATION; CAC ISSUE; CEREMONY SUPPORT EPS HR SERVICES COOR REAR DET EFFORTS W/FRG / DEVELOP SCMO ROSTER / REHEARSE BLACKOUT OPNS FOR NIPR CONNECTIVITY ID & COORD WITH MORTUARY AFFAIRS / CONTACT CLT AT CSH / MTF; ESTABLISH DCIPS ACCOUNT COORD WITH BCT SURGEON S3 / S4 FOR CASEVAC ROUTES MEDEVAC PZ CAS OPS PSTL OPS 1ST CLASS LETTER MAIL ONLY BPT TO ESTABLISH MAIL OPS (DISTRO PTS); 1ST CLASS MAIL ONLY EST HOLD ON MAIL AT TG; NO MAIL DISTRO DURING MVMT PHASE NO CH SHOW SLIDE: SYNCHRONIZATION MATRIX The synchronization matrix is a tool the staff uses to record the results of war-gaming and helps them synchronize a course of action across time, space, and purpose in relationship to potential enemy and civil actions. (See figure Table 9-3 FM 6-0 ) The first entry is time or phase of the operation. The second entry is the most likely enemy action. The third entry is the most likely civilian action. The fourth entry is the decision points for the friendly COA. The remainder of the matrix is developed around selected warfighting functions and their subordinate tasks and the unit‘s major subordinate commands. COORD W/EXISTING CMD FOR MWR USAGE; COORD CHAP AND SJA SUPPORT COORD FOR CHAPLAIN ACTIVITIES AND SJA AVAIL NO CHANGE FROM PHAS PERSONNEL SPT MWR N/A COORD FOR BAND SUPPORT AT MEMORIAL SERVICES / VIP VISITS /CEREMONIES AS REQUIRED COORD FOR BAND SUPPORT AT MEMORIAL SERVICES / VIP VISITS /CEREMONIES AS REQUIRED COORD F AT MEM VISITS /CE REQUIRED ORT VIP BAND N/A N/A HR PLANS OPNS BPT TO ISSUE GUIDANCE / FRAGO ON TASK ORG; PREP UNIT AWARD/STREAMER CITATION REVIEW REDEPLOYME ESTABLISH / UPDATE TI GUIDANCE / PUBLISH FRAGO PREP REDEP CEREMONIES DEPLOYMENT CYCLE SPT PGM N/A N/A N/A SIZE, DISPOSITION. LOCATION OF ENEMY ELEMENT ALONG ROUTE SIZE, DISPOSITION. LOCATION OF ENEMY ELEMENT ALONG ROUTE SIZE, DISPOSITION. LOCATION OF ENEMY ELEMENT ALONG ROUTE PIR N/A N/A N/A 1. REDIRECT / DELAY OF ANY CHALK 2. ANY BN UNDER 90% 1. REDIRECT / DELAY OF ANY CHALK 2. ANY BN UNDER 90% 3. KEY LEADER STATUS 1. ANY BN UNDER 90% 2. KEY LEADER STATUS 3. LOSS OF SUPPORT SRC-12 UNIT / ELEMENT 1. ANY BN UNDER 90% 2. KEY LEADER STATUS 3. LOSS OF SUPPORT SRC-12 UNIT / ELEMENT 1. ANY BN UNDER 90% 2. KEY LEADER STATUS 3. LOSS OF SUPPORT SRC-12 UNIT / ELEMENT 1. REDIRECT / DELAY OF ANY CHALK 2. ANY LOSS IN FORCE FLOW 3. NOTIFICATION OF NOK EEFI

HR Planning Considerations
Man The Force HR Planning Considerations HR Plans & Opns Provide HR Services Coord Personnel Support SHOW SLIDE: HR PLANNING CONSIDERATIONS NOTE: Transition Slide

HR Planning PURPOSE CHARACTERISTICS
Assessment of the situation from an HR perspective Analysis of those COAs a commander is considering that best accomplishes the mission Evaluation of how HR factors influence each COA Draws conclusions and a recommended COA to the commander from an HR functional perspective Prepared as thoroughly as time allows in either a simple form or a preformatted digital product Revised continuously as planning factors, manning levels, facts and assumptions change Prepared at all levels of command from Battalion to ASCC by S-1s/G1s and HR Operations Branch planners Not necessarily prepared in a fixed sequence Provides a thorough clear, unemotional analysis of all pertinent data SHOW SLIDE: HR PLANNING HR PLANNING CONSIDERATIONSs are essential to mission analysis in order to provide the commander with pertinent and accurate information facilitating their COA decision. The HR PLANNING CONSIDERATIONS, like all other staff estimates, evaluates the mission and requirements, but with a focus on HR aspects of the mission. Conclusions are drawn, and recommendations are made concerning Soldier and unit readiness, the feasibility of various courses of action from the S1 perspective, and the overall effects of each COA before, during, and after the mission. When preparing the HR PLANNING CONSIDERATIONS, the S-1 should consider and include an assessments of both tangible (i.e. PA/SR status) and intangible factors (i.e. unit cohesion, morale, discipline). The end result should be a HR PLANNING CONSIDERATIONS that contains the S1s conclusions and recommendations about the feasibility of supporting major operational and tactical missions

Running Estimates FUNCTIONAL STAFF HR Planning Considerations (S-1)
Assessment of the situation from a functional perspective Analysis of courses of action the commander is considering to best accomplish the mission Analysis of functional factors and how they impact each COA Basis for each staff section’s recommendation during COA approval May be written or presented orally Used by staff officer to support decision making during planning and execution HR Planning Considerations (S-1) Intelligence estimate (S-2) Operations estimate (S-3) Logistics estimate (S-4) Civil Affairs estimate (S-5) Signal estimate (S-6) Information Operations estimate Special Staff (as required) SHOW SLIDE: RUNNING ESTIMATES The coordinating staff and each staff principal develop facts, assessments, and information that relate to their functional field. Types of estimates include, but are not limited to (ATTP 5-0.1, paragraph 6-1): S1 – HR PLANNING CONSIDERATIONS S2 – Intelligence estimate S3 – Operations estimate S4 – Logistics estimate S5 - Civil-Military Operations (CMO) estimate S6 – Signal estimate IO – Information operations estimate Special Staff (as required) Estimates are used to support decision making during planning and execution. Staff running estimates may be written or presented orally. At the tactical level, especially during operations and exercises, running estimates are usually delivered orally, supported by charts and other decision support tools. During contingency planning, especially at corps level and above, running estimates are usually written (ATTP 5-0.1, Chapter 6-6). The commander is usually not briefed on the entire contents of every staff section’s estimate; however, those estimates form the basis for each staff section’s recommendation during COA approval. Complete estimates should contain the information necessary to answer any question the commander poses. Any gaps in a staff estimate are identified as information requirements and submitted to the appropriate agency. Estimates can form the base for staff annexes to orders and plans (ATTP 5-0.1, Chapter 6-8). FM Chapter 8

HR Planning Considerations Running Estimate Sample Format
SHOW SLIDE: HR PLANNING CONSIDERATIONS – SAMPLE FORMAT NOTE: Facilitate student-centered discussion on the HR Planning Considerations format with students, including the need or requirement to modify the format.

Check on Learning 1. What is the S-1’s role in the MDMP process?
The S-1 conducts mission analysis and provides critical HR input to the MDMP. Their responsibilities include: analyzing personnel/unit strength data; prepare the HR PLANNING CONSIDERATIONS; determine available PSS; Determine HR task and constrains; identify critical facts and assumptions; determine CCIR and EEFI. Paragraph 4 (Sustainment) of the OPORD details the operation’s Sustainment support plan. What annex is generated from paragraph 4, what is its purpose, and what does it contain? SHOW SLIDE: CHECK ON LEARNING NOTE: THIS IS A BUILD SLIDE. MOUSE CLICK IS REQUIRED. Conduct a check on learning and summarize the learning activity. 1. What is the S-1’s role in the MDMP process? The S-1 conducts mission analysis and provides critical HR input to the MDMP. Their responsibilities include: analyzing personnel/unit strength data; prepare the HR PLANNING CONSIDERATIONS; determine available PSS; determine HR task and constrains; identify critical facts and assumptions; determine CCIR and EEFI. 2. Paragraph 4 (Service Support) of the OPORD details the operation’s sustainment and HR support plan. What annex is generated from paragraph 4, what is its purpose, and what does it contain? Annex F is always specific to the mission and the commander’s intent and includes information on logistics, personnel, and health system support. Appendix 2 (Personnel Services Support) to Annex F (Sustainment) contains the scheme of support for manning, HR services, personnel support and HR Planning and Operations. Annex F is always specific to the mission and the commander’s intent and includes information on logistics, personnel, and health system support. Appendix 2 (Personnel Services Support) to Annex F (Sustainment) contains the scheme of support for manning, HR services, personnel support and HR Planning and Operations.

Personnel Services Support Appendix
Man The Force Personnel Services Support Appendix HR Plans & Opns Provide HR Services Coord Personnel Support SHOW SLIDE: PERSONNEL SERVICES SUPPORT APPENDIX NOTE: Transition Slide

Operation Order 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: SHOW SLIDE: OPERATION ORDER NOTE: This should be refresher for most students. Traditionally called the five paragraph field order, the Army Operation Order (OPORD) is composed of five paragraphs: Situation Mission Execution Sustainment Command and Signal 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 Appendix C Situation Mission Execution Sustainment Command and Control FM 6-0 Appendix C

Operation Order - Characteristics
OPORD Brevity Positive Expression Qualified Directives Incorporate Flexibility Exercise Timeliness Clarity Simplicity Authoritative Expression FM 6-0 Appendix C SHOW SLIDE: OPERATION ORDER – CHARACTERISTICS (FM 6-0 Appendix C) C-27. The amount of detail provided in a plan or order depends on several factors, including the cohesion and experience of subordinate units and complexity of the operation. Effective plans and orders encourage subordinates’ initiative by providing the “what” and “why” of tasks to subordinate units; they leave how to perform the tasks to subordinates. To maintain clarity and simplicity, planners keep the base plan or order as short and concise as possible. They address detailed information and instructions in attachments as required. C-28. Effective plans and orders are simple and direct to reduce misunderstanding and confusion. The situation determines the degree of simplicity required. Simple plans executed on time are better than detailed plans executed late. Commanders at all echelons weigh potential benefits of a complex concept of operations against the risk that subordinates will fail to understand it. Multinational operations mandate simplicity due to the differences in language, doctrine, and culture. The same applies to operations involving interagency and nongovernmental organizations C-29. Effective plans and orders reflect authoritative and positive expression through the commander’s intent. As such, the language is direct and affirmative. An example of this is, “The combat trains will remain in the assembly area” instead of “The combat trains will not accompany the unit.” Effective plans and orders directly and positively state what the commander wants the unit and its subordinate units to do and why. C-30. Effective plans and orders avoid meaningless expressions, such as “as soon as possible.” Indecisive, vague, and ambiguous language leads to uncertainty and lack of confidence. C-31. Effective plans and orders possess brevity and clarity. These plans use short words, sentences, and paragraphs. Plans use acronyms unless clarity is hindered. They do not include material covered in SOPs, but refer to those SOPs instead. Brief and clear orders use doctrinally correct terms and symbols, avoid jargon, and eliminate every opportunity for misunderstanding the commander’s exact, intended meaning. C-32. Effective plans and orders contain assumptions. This helps subordinates and others better understand the logic behind a plan or order and facilitates the preparation of branches and sequels. C-33. Effective plans and orders incorporate flexibility. There is room built into the plan to adapt and make adjustments to counter unexpected challenges and seize opportunities. Effective plans and orders identify decision points and proposed options at those decision points to build flexibility. C-34. Effective plans and orders exercise timeliness. Plans and orders sent to subordinates promptly allow subordinates to collaborate, plan, and prepare their own actions. 31

Operation Order 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: OPERATION ORDER- SUSTAINMENT FM 6-0 APPENDIX C/ADP 4-0 PGS 2-4 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. Annex F, ATTP 5-0.1

Personnel Appendix Tab A – Human Resources Support
APPENDIX 2 (PERSONNEL SERVICE SUPPORT) TO ANNEX F (SUSTAINMENT) Tab A – Human Resources Support Tab B – Financial Management Tab C – Legal Support Tab D – Religious Support Tab E – Band Operations SHOW SLIDE: APPENDIX 2 (PERSONNEL SERVICES SUPPORT) TO ANNEX F (SUSTAINMENT) REFERENCE: Table C-2, FM 6-0 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

RUNNING ESTIMATES IN THE OPERATIONS PROCESS
Include information affecting HR operations not covered in paragraph 1 of the OPORD/OPLAN or information that needs to be expanded. SHOW SLIDE: RUNNING ESTIMATES IN THE OPERATIONS PROCESS FM 6-0 FIGURE 8-1 RUNNING ESTIMATES IN THE OPERATIONS PROCESS. 8-7. Commanders and staff elements immediately begin updating their running estimates upon receipt of a mission. They continue to build and maintain their running estimates throughout the operations process in planning, preparation, execution, and assessment. RUNNING ESTIMATES IN PLANNING. 8-8. During planning, running estimates are key sources of information during mission analysis. Following mission analysis, commanders and staff elements update their running estimates throughout the rest of the military decision-making process. Based on the mission and the initial commander’s intent, the staff develops one or more proposed courses of action (COAs) and continually refines its running estimates to account for the mission variables. The updated running estimates then support COA analysis (war-gaming) in which the staff identifies the strengths and weaknesses of each COA. The staff relies on its updated running estimate to provide input to the war game. Following COA analysis, the staff compares the proposed COAs against each other and recommends one of them to the commander for approval. During all these activities, each staff element continues to update and refine its running estimate to give commanders the best possible information available at the time to support their decisions. The selected COA provides each staff element an additional focus for its estimates and the key information it will need during orders production. Key information recorded in the running estimate may be included in orders, particularly in the functional annexes. RUNNING ESTIMATES IN PREPARATION 8-9. The commander and staff transition from planning to execution. As they transition, they use running estimates to identify the current readiness of the unit in relationship to its mission. The commander and staff also use running estimates to develop, then track, mission readiness goals and additional requirements. RUNNING ESTIMATES IN EXECUTION During execution, the commander and staff incorporate information included in running estimates into the common operational picture. This enables the commander and staff to depict key information from each functional area or war fighting function as they impact current and future operations. This information directly supports the commander’s visualization and rapid decision making during operations. RUNNING ESTIMATES IN ASSESSMENT 8-11. Each staff section continuously analyzes new information during operations to create knowledge and understand if operations are progressing according to plan. Staffs use their running estimates to develop measures of effectiveness and measures of performance to support their analyses. The assessment of current operations also supports validation or rejection of additional information that will help update the estimates and support further planning. At a minimum, a staff section’s running estimate assesses the following: Friendly force capabilities with respect to ongoing and planned operations. Enemy capabilities as they affect the staff section’s area of expertise for current operations and plans for future operations. Civil considerations as they affect the staff section’s area of expertise for current operations and plans for future operations. NOTE: Facilitate student-led classroom discussion on the sections, format, and content. State the mission of the HR functional area in support of the base plan or order Running Estimates begin upon receipt of mission and continue through all phases of the Operations Process to include: Planning  Preparation  Execution  Assessment

TAB A TO APPENDIX 2 TO ANNEX F HR INPUTS
By-name management of location and duty status Tracking personnel movement as they arrive at, depart from, home station, APOE/APOD Location of supporting PAT How does HR operations support the Commander’s intent and concept of operations? Establish priorities of support for each phase of the operation. Execution. a. Scheme of Support List any new personnel requirements (language, ASI, etc) Replacements Key leader or crew replacement Other manning guidance Manning Levels Critical MOS shortage Reporting requirements Timelines Other info impacting operations (1) Manning the Force (a) Personnel Accountability PRM issues impacting: Current capabilities Future requirements Retention Current Readiness Status All actions relating to Casualty Reporting Submission of reports Notification of NOK Assistance to NOK LOD Determination AR 15-6 investigation Disposition of remains and PE Military burial honors Casualty mail Location of CLTs Casualty Estimates Timelines (b) Strength Reporting All info to support postal operations Logistics and planning for issues such as air/ground transportation Specialized equipment, facilities, etc. Hours of operations Postal finance operations (stamps, money orders, etc) Accountable mail Claims and inquires (c) Personnel Readiness Management List each function that supports individual career advancement and development, proper identification documents, benefits entitlements, recognition of achievement or service. Awards and Decorations Promotions and Reductions Evaluations MILPAY Leave and Pass Separation/LODs (d) Personnel Information Management HR Services that have a direct impact on a Soldier’s: Status Assignment Qualifications Financial Status Career Progression Quality of Life (2) Provide HR Services Information available to assist commander in decision making process for HR functions and actions ID systems, priorities, NIPR/SIPR requirements, system access and availability SHOW SLIDE: TAB A TO APPENDIX 2 TO ANNEX F NOTE: This is a build slide that will walk you through each HR input area. Facilitate student-centered discussion on each area, as appropriate. (a) Casualty Operations Management (b) Essential Personnel Services (c) Postal Operations 35

TAB A TO APPENDIX 2 TO ANNEX F HR INPUTS
Functions that affect MWR Include info on: MWR augmentation Unit recreation Books Sports programs Rest areas for brigade-size and larger units Community support programs such as ARC, AAFES, and family support program. (3) Personnel Support (a) Morale, Welfare, and Recreation Describe how CIPs impact operations Information should include: Voting EO ASAP Family Readiness (b) Command Interest Programs List only instructions applicable to two or more subordinate units not covered in the base order. ID and highlight any functional area-specific timings, information themes and messages, risk reduction control measures, and environmental considerations (4) HR Planning and Operations List functional area tasks to specific subordinate units not contained in the base order b. Tasks to Subordinate Units Describe how HR Planning and Staff Operations support the operational mission and effective ways of achieving success. Include expected requirements and outcomes identified in the MDMP process and in establishing and operating HR nodes Command. State the location of HR functional leaders and command relationships Liaison Requirements. State the HR liaison requirements not covered in the base order Signal. Address any HR-specific communications requirements such as connectivity (SIPR/NIPR), bandwidth, port accessibility, hardware setup and systems vulnerabilities. c. Coordinating Instructions ID priorities of sustainment for functional area key tasks and specify additional instructions as required. Refer to Annex F (Sustainment) as required NOTE: This is a build slide that will walk you through each HR input area. Facilitate student-centered discussion on each area, as appropriate. 4. Sustainment 5. Command and Control 36

Check on Learning As the S-1, you are responsible for preparing the HR Planning Products for an upcoming operation. What are some of the tangible and intangible factors you would consider when developing your HR Planning Products? Mission – analysis, commander’s intent, and CCIRs Characteristics of the AO – weather, terrain, civil considerations Enemy forces – disposition, composition, strength, capabilities Friendly forces – unit strength, critical MOS shortages, casualty estimates, RSO operations, evacuation policy, task organization, location of HR units, medical facilities, CLTs, postal flow, PA/SR and casualty reporting flow SHOW SLIDE: CHECK ON LEARNING NOTE: THIS IS A BUILD SLIDE. MOUSE CLICK IS REQUIRED. Conduct a check on learning and summarize the learning activity. As the S-1, you are responsible for preparing the HR PLANNING CONSIDERATIONS for an upcoming operation. What are some of the tangible and intangible factors you would consider when developing your HR PLANNING CONSIDERATIONS? NOTE: CLICK MOUSE Mission – analysis, commander’s intent, and CCIRs Characteristics of the AO – weather, terrain, civil considerations Enemy forces – disposition, composition, strength, capabilities Friendly forces – unit strength, critical MOS shortages, casualty estimates, RSO operations, evacuation policy, task organization, location of HR units, medical facilities, CLTs, postal flow, PASR and casualty reporting flow

Summary HR Planning and Operations Doctrine HR Planning Using the MDMP
HR Synchronization Matrix HR Planning Considerations Personnel Services Support Appendix SHOW SLIDE: SUMMARY HR Planning and Operations Doctrine HR Planning Using the MDMP HR Synchronization Matrix HR Planning Considerations Personnel Services Support Appendix

Terminal Learning Objective
ACTION: Develop Human Resources (HR) Planning and Operations Staff Products using Military Decision Making Process (MDMP) CONDITIONS: Using readings, classroom discussions, presentations and doctrinal publications including FM 1-0 (HR Support), FM 4-0 (Sustainment) ATTP (Commander and Staff Officer Guide), FM (Knowledge Management Section) and ADRP 5-0 (The Operations Process) and awareness of Operational Environment (OE), variables and actors. STANDARD: Demonstrate a knowledge of MDMP through classroom participation and successful completion of all HR planning practical exercises and briefings that include the following learning activities: 1. Communicate HR Plans and Operations Doctrine 2. Conduct HR Planning using MDMP 3. Prepare a Synchronization Matrix 4. Prepare an HR Planning Considerations Brief 5. Prepare a Personnel Appendix SHOW SLIDE: TERMINAL LEARNING OBJECTIVE NOTE: Inform the students of the Terminal Learning Objective.

Planning and Operations Staff Products Using MDMP

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