The Military Decision Making Process (MDMP) is the means by which you (the Commander) are able to put into effect the tactical plan you envision in order to meet your objectives. Planning is the basis for a successful outcome. As the saying goes: "If you fail to plan, you plan to fail".
This process can be seen as both a science and an art. The science covers all those quantifiable data points (ammo/fuel requirements; air assets; support types etc). The art covers the remaining variables (your tactical choices; ability to be flexible given a changing situation).
The essence to take away is that the MDMP is the best way to make a plan and understanding the consequence of those planning decisions.
Step 1: Receive the Mission
The decision making process begins with the receipt/anticipation of a new mission.
This can come from a superior or your own decision to create a mission from a current/on-going or future operation.
Missions can be given in several ways:
Written orders
Verbal plans
Fragmentary Orders (FRAGOs)
Step 2: Mission Analysis
Mission Analysis is the means by which the main and alternate plans are created. It includes organizing the team to meet the mission objectives and making sure they have the means to succeed. It must also take into account the execution of critical tasks as well as the supervision of subordinates. An ability to adjust plans, assets and resources as necessary is fundamental to mission success.
1. Analyze the Higher Headquarters’ Order
• State the mission (who, what, where, when, why and how)
2. Conduct Initial Intelligence Preparation of the Battlefield (IPB)
• Understand the initial intelligence data points (known enemy composition/disposition)
1—Define the operational environment:
▪ Area of Operations.
▪ Area of Interest / Area of Influence.
▪ Limits of the AO.
▪ Significant aspects of terrain and weather.
▪ Threats.
▪ Civil considerations.
2—Describe the environmental effects on operations:
▪ Detailed analysis of terrain and weather.
▪ Observation and fields of fire, avenues of approach, key and decisive terrain, obstacles, and cover and concealment.
• Fulfilling the task(s) that will help you accomplish your mission
4. Review Available Assets
• What type(s) of Support do you possess or have access to? (CAS/artillery, medical, reserve forces, etc)
Examples of available assets may include--
• Quick reaction forces.
• Special operations forces
• Tactical air control parties
• Civil affairs assets.
• Military information support assets.
• Multipurpose canines.
• Site exploitation–specific assets.
• Protection measures and countermeasures.
• Intelligence assets.
• Air Force special operations teams
• Rotary- and fixed-wing aircraft.
• Fire support platforms.
• Armored Platforms
• Waterborne platforms.
• Special equipment available.
5. Determine Constraints
• What limitations have you been given (ex: do not destroy civilian infrastructure)
6. Identify Critical Facts and Assumptions
• Know the difference between facts and assumption.
7. Conduct Risk Assessment
• Identify each hazard and control method to mitigate them (ex: air movement in known AA area)
8. Determine Initial Commander’s Critical Information Requirements (CCIR)
• Identify and solve those IRs that must be answered to help accomplish the mission (ex: does the enemy possess anti-armor capabilities?)
9. Determine the Initial Reconnaissance Annex
• Plan to utilize reconnaissance assets to settle "fact vs. assumptions"
10. Plan Use of Available Time
• 1/3 - 2/3 rule. Take 1/3 of the times to plan and give your troops 2/3 to prepare the plan
• Time constraints upon which task(s) must be completed (clear OBJ by 2400hrs)
11. Write the Restated Mission Theme • With all the help of the previous steps/information/assets/recon, restate your objectives
12. Conduct a Mission Analysis Briefing
• With all the information gained from the steps above, brief your subordinates
13. Approve the Restated Mission • Ensure that a new mission statement is cleared by higher headquarters
14. Develop the Initial Commander’s Intent
• The methodology subordinates will use to achieve the necessary task(s) as seen by the Commander (ex: operate only during daytime hours, do not use heavy weapons in urban dwellings, etc)
15. Issue the Commander’s Guidance
• With new information and/or a restated mission, the Commander might change his/her guidance
16. Issue a Warning Order
• Once the guidance has been given, issue a tentative plan to subordinates
17. Review Facts and Assumptions • As any new facts/assumptions arise they must be added into the planning phase(s)
Step 3-6: COA - Course Of Action
After Mission Analysis is complete, several COAs must be planned and one must be decided upon.
Step 3: Development
• Formulate a plan given the mission analysis performed earlier
Step 4: War gaming each COA
• Each COA must be analyzed from the enemy's perspective. Shortcomings must be addressed
Step 5: Comparison
• Each COA must be reviewed and discussed
Step 6: Approval • A COA must be picked and approved by the Commander
COA Evaluation Criteria Example
Important COA considerations are:
• Suitable - It must conform to the Commander's Intent and complete the mission.
• Feasible - The unit must be able to carry out the COA (tactical/technical ability).
• Distinguishable - Each COA must offer a different approach to obtain the same result.
• Complete - The final COA must offer future operation plans and adaptability to contingencies.
War gaming the COAs: Each COA must be analyized from the enemy's perspective. Shortcomings must be addressed. Ultimately, one COA must be decided upon.
Step 7: Operational Order Production (OPORD)
Mission requirements:
• Analyzed in all its various aspects
• COA chosen
Once these above mentioned criteria are satisfied, Operational Orders must be prepared and disseminated.
The OPORD is a planning format meant to put your plans down on paper. An OPORD describes the situation the unit faces (enemy/friendly), the mission of the unit (who. what, where, when and why) and what supporting activities (other military actions, supplies) the unit will conduct in order to achieve their commander's desired end state.
Five Paragraph Order (SMEAC)
The five paragraph order or five paragraph field order is a style of organizing information about a military situation for a unit in the field. It is an element of small unit tactics, and similar order styles are used by military groups around the world. An order specifies the instruction to a unit in a structured format that makes it easy to find each specific requirement. The five paragraphs can be remembered with the acronym SMEAC: "S" Situation, "M" Mission, "E" Execution, "A" Administration/Logistics, "C" Command/Signal.
There are a number of subtypes of these field orders, based on knowledge patterns specific to individual military branches. Each subtype has its own acronym. Most are based on a METT-TC analysis (Mission, Enemy, Troops, Terrain, Time Available, and Civilian considerations). In addition, the Marines use the BAMCIS process (Begin the Planning, Arrange Recon, Make Recon, Complete Planning, Issue Order, Supervise) while the Army uses the eight Troop Leading Procedures (Receive the Mission, Issue a Warning Order, Make a Tentative Plan, Start Necessary Movement, Reconnoiter, Complete the Plan, Issue the Operations Order, Supervise) prior to potential enemy engagement.
II. Mission Who, What (Tactical Task), Where, When, and Why?
III. Execution
• A. Commander's Intent
1. Center of Gravity
2. Critical Vulnerability
3. Exploitation Plan
4. Desired Endstate
• B. Concept of the Operations
1. Scheme of Maneuver
2. Fire Support Plan
• C. Tasks
• D. Coordinating Instructions
IV. Administration/Logistics (Service Support in the Army version)
• A. Administration - "Bad Guys & Bandages": Enemy Prisoners of War ("EPW") & Casualty evacuation ("Casevac") Plans
• B. Logistics - "Beans, Bullets, & Batteries": Food, Ammunition, Supply, Communications, Pyrotechnics, etc.
V. Command/Signal (Command and Signal in the Army version)
• A. Signal
1. Primary
2. Alternate
3. Contingency
4. Emergency
• B. Command
1. Location of Key Leaders 2. Succession of Command
Since infantry work in small teams, it is important that each member know and understand the order in its entirety so as to be aware of which parts of the order apply directly to them and the subordinate unit to which they belong without being exceedingly aware of minute details provided for general situational awareness.
Troop Leading Procedures
One of the basic MDMPs methods to plan is called The Troop Leading Procedures.
These steps help you organize your efforts in planning and executing your mission.
It is important to understand the basics of the TLPs first and foremost. For more in-depth information on Troop Leading Procedures, reference our dedicated guide.