february 2020 · 2020-05-05 · hr planning sets the conditions for effective, decentralized hr...

MOS 42A40 – Human Resources

Senior Leaders Course

Implement HR Planning Considerations using MDMP

February 2020

U.S. Army Soldier Support Institute

Adjutant General School

ACTION: Implement Human Resources (HR) Planning and Operations using

Military Decision Making Process (MDMP)

CONDITION: Using readings, classroom discussions, presentations and

doctrinal publications including FM 1-0 (HR Support), ADP 3-0 (Operations), FM

4-0 (Sustainment), FM 6-0 (Commander and Staff Officer Guide), ATP 6-01.1

(Techniques for Effective Knowledge Management) ADP 5-0 (The Operations

Process) and an awareness of the Operational Environment.

STANDARD: Students will be assessed, scoring 80% or higher on the HR

Comprehensive examination, which includes the following learning activities:

1. Define the Operational Concept

2. Identify HR Planning Considerations

3. Conduct HR Planning Using MDMP

4. Prepare a Personnel Services Support Appendix

2

Terminal Learning Objective

SHOW SLIDE: TERMINAL LEARNING OBJECTIVE ACTION: Implement Human Resources (HR) Planning and Operations using Military Decision Making Process (MDMP) CONDITION: Using readings, classroom discussions, presentations and doctrinal publications including FM 1-0 (HR Support), ADRP 3-0 (Unified Land Operations), FM 4-0 (Sustainment), FM 6-0 (Commander and Staff Officer Guide), ATP 6-01.1 (Techniques for Effective Knowledge Management) ADRP 5-0 (The Operations Process) and an awareness of the Operational Environment. STANDARD: Students will be assessed, scoring 80% or higher on the HR Plans and Operations Course final exam, that includes the following learning activities: 1. Define the Operational Concept 2. Identify HR Planning Considerations 3. Conduct HR Planning Using MDMP 4. Prepare a Personnel Services Support Appendix Army Learning Areas (ALA) are the baseline focal points Soldiers and Army Civilians must possess to prevail in the ambiguous environments that challenge the Army today. The four ALAs are: Army Profession and Leadership; Mission Command; Human Dimension; and Professional Competence. The Army Learning Area taxonomy provides a framework to assist in grouping the General Learning Outcomes. The four Army

Learning Areas serve as the framework to catalogue the 14 General Learning Outcomes (GLO). The GLOs are essential outcomes resulting from training, education, and experience along a career continuum of learning. There are three primary purposes for the Army General Learning Outcomes. First, they provide trainers and educators a lens into how effective they are in conveying their support material. Second, it assists in improving instructional design and/or training support packages. Finally it places responsibility on training and education proponents to be nested with ALAs. GLO 7: Soldiers and Army Civilians demonstrate capacity in critical thinking. This includes Applied Critical Thinking and Groupthink Mitigation, Strategic Thinking, Problem Solving, and Decision Making. NOTE: Inform the students of the Terminal Learning Objective. SAFETY REQUIREMENTS. In a training environment, leaders must perform a risk assessment in accordance with ATP 5-19, Risk Management. Leaders will complete the current Deliberate Risk Assessment Worksheet (DD Form 2977) in accordance with the TRADOC Safety Officer 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). Note: During MOPP training, leaders must ensure personnel are monitored for potential heat injury. Local policies and procedures must be followed during times of increased heat category in order to avoid heat related injury. Consider the MOPP work/rest cycles and water replacement guidelines IAW FM 3-11.4, Multiservice Tactics, Techniques, and Procedures for Nuclear, Biological, and Chemical (NBC) Protection, FM 3-11.5, Multiservice Tactics, Techniques, and Procedures for Chemical, Biological, Radiological, and Nuclear Decontamination. 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 FM 3-34.5 Environmental Considerations and GTA 05-08-002 ENVIRONMENTAL-RELATED RISK ASSESSMENT. EVALUATION: You will be evaluated on the Brigade S-1 final exam. INSTRUCTIONAL LEAD-IN. 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.

Group 1 and 2: HR Planning Considerations (HR

Planning, HR Operations and Running Estimates)

Group 3 and 4: HR Planning Using MDMP

(Commander and Staff Roles, Operation Environment

and MDMP Process)

Group 5 and 6: Personnel Services Support

(Command Relationships and Rehearsals)

3

Topics of Discussion Concrete Experience

All Groups have 4 minutes to discuss and generates (minimum six ) ideas or concepts related to the topic selected. Then, all groups will pick one to brief the instructor. The instructor will select the briefer Guidance Why is this important? What is the benefit to you? FM 1-0 ATTP 5-0 --------------------------------------------------------------------------------------------------------- Q. What is the S-1’s role in the MDMP process? A: The S-1 conducts mission analysis and provides critical HR input to the MDMP. Their responsibilities include: analyze 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. Q. What are the seven (7) steps of MDMP? A: MDMP Step 1 – Receipt of Mission Step 2 – Mission Analysis Step 3 – COA Development Step 4 – COA Analysis Step 5 – COA Comparison Step 6 – COA Approval Step 7 – Orders Production -------------------------------------------------------------------------------------------------------

4

Slide 5

Overview of Plans and Orders

HR Planning Considerations

HR Planning

HR Operations

Running Estimates

HR Planning Using MDMP

Commander and Staff Roles

Operation Environment

MDMP Process

Personnel Services Support Appendix

Command Relationships

Rehearsals5

Outline

SHOW SLIDE: OUTLINE

This the outline we are going to follow focusing on the S-1’s role and responsibilities for HR Planning and Operations. •The Operational Concept

• Unified Land Operations (formerly Full Spectrum Operations) • Plans and Orders • Running Estimates

• HR Planning Considerations • HR Planning Using MDMP

• Commander and Staff Roles • Personnel Services Support Appendix

Slide 6

Coord

Personnel

Support

Provide HR

Services

HR

Plans &

Opns

Man

The

Force

HR Planning

Considerations

6

SHOW SLIDE: HR PLANNING USING THE MDMP NOTE: Transition Slide

PURPOSE

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

CHARACTERISTICS

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

7

HR Planning

SHOW SLIDE: HR PLANNING FM 1-0 PAGE 6-1 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 HR Planner’s perspective, and the overall effects of each COA before, during, and after the mission. When preparing the HR PLANNING CONSIDERATIONS, HR Planners 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 HR Planner’s conclusions and recommendations about the feasibility of supporting major operational and tactical missions

HR Planning is a continuous process that evaluates current and future

operations from a functional perspective of the HR professional.

PREPARE RECOMMENDATIONS

HR unit & system capabilities,

limitations, and employment

Risk identification and mitigation

HR organization for operations

Mission Command relationships

Resource allocation & employment

Location & movement of HR units

* Planning *

* Develop/Assess *

Courses of Actions

(COA)

* Assess *

HR CRITICAL TASKS


ID constraints

ID key facts & assumptions

Formulate HR support

Determine HR resources

ID specified/implied tasks

Prepare Annexes

Prepare OPLANs

Task Organization

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

Continuous Process

Key HR Planning

Information

HR PPG, Policies,

Guidance

FM 1-0, paragraph 6-2 8

HR Planning

SHOW SLIDE: HR 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 HR Planner receives key HR planning data from many sources. Higher headquarters G-1 guidance, OPLANs, OPORDs, and published guidance is generally the first source. The HR Planner 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 HR Planner. In many instances, the HR Planners 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. HR Planners 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 HR information is contained in the sustainment estimate and HR planning considerations. HR running estimate must be developed, revised, updated and maintained continuously.

HR staff running estimate should include the following: -Facts related to personnel readiness, personnel accountability, casualty operations, and personnel services -Assumptions relating to forecasts on readiness, casualties, and personnel services -Friendly force status (of higher, lower, and adjacent units) -Conclusions and recommendations for future HR operations and COAs the command and staff must be aware of.

Slide 9

9

5 to 14 Days* 0 to 4 Days*14 Days and beyond*

* Planning time line horizons are only a starting point; can be adjusted to meet the situational planning requirements and Commander.

“….Planning is the art and science of understanding a situation, envisioning a

desired future, and laying out effective ways of bringing that future about.”FM 6-0, Appendix C-1

9

Planning Horizons

SHOW SLIDE: PLANNING HORIZONS Reference: FM 6-0, (Figure 1-2) A planning horizon is a point in time commanders use to focus the organization’s planning efforts to shape future events. The three planning horizons are long, mid, and short. Generally, they are associated with the plans cell, future operations cell, and current operations integration cell respectively. Planning horizons are situation dependent; they can range from hours and days to weeks and months. As a rule, the higher the echelon, the more distant the planning horizon with which it is concerned.

Characteristics of Effective

Operation Orders and Plans

FM 6-0, Appendix C

Simple and direct to ensure a shared consciousness

States actions in the affirmative

Uses doctrinally correct terms and symbols

Avoids meaningless expressions and indecisive or vague language

Are brief, clear, and concise

Contains assumptions

Incorporates flexibility

Allows subordinates time to collaborate, plan, and prepare their own

actions

10

SHOW SLIDE: OPERATION ORDER – CHARACTERISTICS (FM 6-0) 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 subordinate’s initiative by providing the what and why of tasks to subordinate units, and leave the how to perform the tasks to subordinates. To maintain clarity and simplicity, the base plan or order is kept as short and concise as possible. Detailed information and instructions are addressed in annexes as required. C-28. 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. Authoritative expression through the commander’s intent is reflected in plans and orders. As such, their language is direct. Effective plans and orders unmistakably state what the commander wants the unit and its subordinate units to do and why. C-29. Instructions in plans and orders are stated in the affirmative. For example, “Combat trains will remain in the assembly area” instead of “The combat trains will not accompany the unit.”

C-30. Plans and orders avoid meaningless expressions, such as “as soon as possible (ASAP).” Indecisive, vague, and ambiguous language leads to uncertainty and lack of confidence. C-31. Effective plans and orders are brief, clear, and concise. They use short words, sentences, and paragraphs. Use acronyms unless clarity is hindered. Do not include material covered in standing operating procedures (SOPs). Refer to those SOPs instead. C-31. Plans and orders possess clarity. They 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 to better understand the logic behind a plan or order and facilitates the preparation of branches and sequels. C-33. Plans and orders incorporate flexibility. They leave room 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. Plans and orders exercise timeliness. Plans and orders sent to subordinates in time allow subordinates to collaborate, plan, and prepare their own actions.

FM 6-0, Appendix C

Warning order (WARNO): is a preliminary notice of an order

or action that is to follow.

Operation order (OPORD): is a directive issued by a

commander to subordinate commanders for the purpose of

effecting the coordinated execution of an operation.

Fragmentary order (FRAGORD): is an abbreviated form of

an operation order. Issued as needed after an operation order

has been published to change or modify that order or to

execute a branch or sequel to that order.

11

Types of Operation Orders

SHOW SLIDE: TYPES OF OPERATION ORDER (FM 6-0) TYPES OF ORDERS. An order is a communication, written, oral, or by signal, which conveys instructions from a superior to a subordinate. 12-18. An operation order is a directive issued by a commander to subordinate commanders for the purpose of effecting the coordinated execution of an operation 12-19. A fragmentary order is an abbreviated form of an operation order issued as needed after an operation order to change or modify that order or to execute a branch or sequel to that order. 12-20. A warning order is a preliminary notice of an order or action that is to follow. WARNOs help subordinate units and staffs prepare for new missions by describing the situation, providing initial planning guidance, and directing preparation activities.

12

Campaign Plan: is a joint operation plan for a series of related operations

aimed at achieving strategic or operational objectives (i.e. USAEUR 2020)

Operations Plan: is any plan for the conduct of military operations

prepared in response to actual and potential contingencies. (i.e. Operation

Atlantic Resolve)

Supporting Plan: is an operation plan prepared by a supporting

commander, a subordinate commander or an agency (i.e. Fearless

Guardian)

Concept Plan: is an operation plan on an abbreviated format that may

require considerable expansion (i.e. Five Pillars for a Strong Europe)

Branch: is the contingency options built into the base plan used for

changing the mission (based on anticipating requirements)

Sequel: is the subsequent major operation or phase based on the

possible outcomes of a current major operation (if we do not accomplish

this at this phase of the operation, we will do this ...)

FM 6-0, Appendix C 12

Types of Plans

SHOW SLIDE: PLANS AND ORDERS Reference: FM 6-0, Appendix C TYPES OF PLANS C-12. Plans come in many forms and vary in scope, complexity, and length of planning horizons. A plan is a design for a future or anticipated operation. Strategic plans establish national and multinational military objectives and include plans to achieve those objectives. Operational-level or campaign plans cover a series of related military operations aimed at accomplishing a strategic or operational objective within a given time and space. Tactical plans cover the employment of units in operations, including the ordered arrangement and maneuver of units in relation to each other and to the enemy within the framework of an operational-level or campaign plan.

HR Planning and Operations is the means by which an HR professional

articulates HR operations to support 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

the operational (deployed) environment

MUST COMMUNICATE with other staff

elements, HR planners, and HR providers is

necessary in order to optimize HR support

FM 1-0, Figure 6-1 The Operations Process

13

HR Planning and Operations

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. HR planning and operations is a continual process that supports a commander’s ability to exercise mission command.

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

ONGOING

OPERATIONS

CASUALTY

PA / SRRSO

POSTALMWR

Agile and clear HR Policies

Effective HR Practices

Competency-based Skills

Outcome-oriented

Leader Development

F

O

C

U

S

FM 1-0, paragraph 1-25 14

HR Operations

SHOW SLIDE: HR 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.

Assessment of the situation from a functional perspective

Analysis of COAs 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

• Personnel (S-1)

• Intelligence (S-2)

• Operations (S-3)

• Sustainment (S-4)

• Civil Affairs (S-5)

• Signal (S-6)

• Information Operations

• Special Staff (as required)

FUNCTIONAL STAFF

ESTIMATES

FM 6-0, Chapter 8

Continuous assessment of the current situation used to determine if the current

operation is proceeding according to the commander’s intent and if planned future

operations are supportable.

Facts

Assumptions

Friendly force status

Enemy activities and capabilities

Civil considerations

Conclusions and recommendations

15

Running Estimates

SHOW SLIDE: RUNNING ESTIMATES Running Estimates are a continuous assessment of the current situation used to determine if the current operation is proceeding according to the commander’s intent and if planned future operations are supportable. The commander and each staff section maintain a running estimate. In their running estimates, the commander and each staff section continuously consider the effects of new information and update the following: • Facts. • Assumptions. • Friendly force status. • Enemy activities and capabilities. • Civil considerations. • Conclusions and recommendations. The coordinating staff and each staff principal (e.g., S-1, S-2, etc.) develop facts, assessments, and information that relate to their functional field and assist HR Planners in developing their recommendations. 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 (FM 5-0, Appendix G).

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).

FACTS ASSUMPTIONS

SPECIFIED TASKS IMPLIED TASKS

16

• Provide HR support to assigned and

attached units

• Manage FML/BOG documents

• Execute JMD (US and Coalition)

• Establish TG PAT Teams at S/APOD

• Provide HR support to contractors and coalition forces

• Coordinate Visa Approval process

• Restrictions on inbound mail will be guide by SOFA or CDR’s decision

• Postal operations delay 48-72 hours during combat Ops

• Expect high casualty rate requiring replacement within 24-48 hours

• Establish commo with EUCOM J1 and

Units for HR requirements

• Maintain accountability of all personnel

across the AO

• Forecast HR Requirements

• Execute Personnel Accountability

• Execute Strength Reporting

• Coordinate Casualty Operations

• Conduct HR Planning ISO operations

UNCLASSIFIED//FOUO

Critical Task• Provide HR Support across the AO

Running Estimates Example 2

I want to highlight the specific tasks. (Bottom left) The BLUF: These are the tasks that the J1 must excuse ITO support the training objective for this mission. Moving the bottom right: Just want to highlight the first bullet- Able the communicate and share information one level up and one down will be the key of success. SHOW SLIDE: RUNNING ESTIMATES Running Estimates are a continuous assessment of the current situation used to determine if the current operation is proceeding according to the commander’s intent and if planned future operations are supportable. The commander and each staff section maintain a running estimate. In their running estimates, the commander and each staff section continuously consider the effects of new information and update the following: Facts. Assumptions. Friendly force status. Enemy activities and capabilities. Civil considerations. Conclusions and recommendations.

The coordinating staff and each staff principal (e.g., S-1, S-2, etc.) develop facts, assessments, and information that relate to their functional field and assist HR Planners in developing their recommendations. 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 (FM 5-0, Appendix G). 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).

17

All Groups have 15 minutes to discuss and develop a Running Estimates. Then, 3 Groups will their products. The instructor will select the groups and the briefers. Guidance Use FM 1-0 Chapter 6; page 6-3; para 6-8

Coord

Personnel

Support

Provide HR

Services

HR

Plans &

Opns

Man

The

Force

HR Planning

Using the MDMP

18

SHOW SLIDE: HR PLANNING USING THE MDMP NOTE: Transition Slide

“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.

ADP, 5-0, paragraph 2-92

Chapter 1 – Fundamentals of the Operations Process

Chapter 2 – Planning

Chapter 3 – Preparation

Chapter 4 – Execution

Chapter 5 – Assessment

19

MDMP – ADP 5-0

SHOW SLIDE: MDMP

BLUF: The MDMP is a primary tool for commanders to solve problems, make decisions, and develop plans and orders. Information collected and processed during the MDMP may be adapted by HR planners for their own organizations purpose. HR planning is a continuous process that evaluates current and future operations from the functional perspective of the HR provider. FM 1-0 PAGE 6-3 6-7 The MDMP process should be familiar to all of you based on your real-world experiences and previous common core 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 ADP 5-0, para 2-95). 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. ADP 5-0 (para 2-30) 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.

Slide 20

Commander

The commander is in charge of the military

decision-making and decides what

procedures to use in each situation.

The commander’s personal role is central;

his/her 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 and

coordinates the staff’s work and provides

quality control.

Staff 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.

"Your staff won't win the war for you, but it can prevent you from winning." BG John E. Miller 20

MDMP Roles

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.

An operational environment is a composite of the conditions, circumstances, and influences that affect

the employment of capabilities and bear on the decisions of the commander (JP 3-0).

An operational environment includes physical areas (air, land, maritime, and space domains) and

cyberspace. It also includes the information that shapes conditions in those areas as well as enemy,

adversary, friendly, and neutral aspects relevant to operations.

An operational environment is not isolated or independent but interconnected by various influences (for

example, information and economics) from around the globe.

OPERATIONAL VARIABLES MISSION VARIABLES

21

Operational Environment

SHOW SLIDE: OPERATIONAL ENVIRONMENT Reference: ADP 3-0, Chapter 1; ADP 5-0, Chapter 1 OPERATIONAL VARIABLES. Military planners describe the operational environment in terms of operational variables. Operational variables are those broad aspects of the environment, both military and nonmilitary, that may differ from one operational area to another and affect campaigns and major operations. Operational variables describe not only the military aspects of an operational environment but also the population’s influence on it. Joint planners analyze the operational environment in terms of six interrelated operational variables: political, military, economic, social, information, and infrastructure. To these variables Army doctrine adds two more: physical environment and time. As a set, these operational variables are often abbreviated as PMESII-PT. MISSION VARIABLES. The operational variables are directly relevant to campaign planning; however, they may be too broad for tactical planning. That does not mean that they are not valuable at the tactical level; they are fundamental to developing an understanding of the operational environment necessary to plan at any level, in any situation. The degree to which each operational variable provides useful information depends on the situation and echelon.

1-32. Upon receipt of a warning order or mission, Army tactical leaders narrow their focus to six mission variables. Mission variables are those aspects of the operational environment that directly affect a mission. They outline the situation as it applies a specific Army unit. The mission variables are mission, enemy, terrain and weather, troops and support available, time available and civil considerations (METT-TC). These are the categories of relevant information used for mission analysis. Army leaders use the mission variables to synthesize operational variables and tactical-level information with local knowledge about conditions relevant to their mission.

ADP 5-0, para. 2-92

KEY

INPUTSSTEPS

Mission statement

Initial commander’s intent, planning

guidance, CCIRs and EEFIs

Updated IPB and running estimates

Assumptions

Step 3

COA

Development

COA statements and sketches

- Tentative task organization

- Broad concept of operations

Revised planning guidance

Updated assumptions

KEY

OUTPUTS

Step 2

Mission

Analysis

Problem statement

Mission statement

Initial commander’s intent

Initial planning guidance

Initial CCIRs and EEFIs

Updated IPB and running

estimates

Assumptions

Higher headquarters’ plan or order

Higher headquarters’ knowledge

and intelligence products

Knowledge products from other

organizations

Army design methodology

productsWARNING ORDER

Higher headquarters’ plans,

orders, or a new mission

anticipated by the commander

Step 1:

Receipt of Mission

Commander’s initial guidance

Initial allocation of time

WARNING ORDER

22

MDMP Process (1 of 2)

SHOW SLIDE: MDMP PROCESS NOTE: MDMP Chart depicting ADP 5-0, para 2-92. Review the seven step MDMP process and facilitate a student-centered discussion on key inputs and outputs.

• Commander selected COA with

any modifications

• Refined commander’s intent

CCIRs and EEFIs

Step 7

Orders Production

Approved operation plan or order

Subordinates understand the plan

or order

Sync Matrix

ADP 5-0, Figure 2-92

Updated running estimates

Revised planning guidance

COA statements and sketches

Updated assumptions

Step 4

COA Analysis

(War Games)

Refined COAs

Potential decision points

War game results

Initial assessment measures

Updated assumptions


Refined COAs

Evaluation Criteria

War-game results

Updated assumptions

Step 5

COA Comparison

Evaluated COAs

Recommended COAs


Updated assumptions


Evaluated COAs

Recommend COA

Updated assumption

Step 6

COA Approval

Commander selected COA and

any modification

Refined commander’s intent,

CCIRs, and EEFIs

Updated assumptionsWARNING ORDER

KEY

INPUTSSTEPS KEY

OUTPUTS

23

MDMP Process (2 of 2)

SHOW SLIDE: MDMP PROCESS NOTE: MDMP Chart depicting ADP 5-0, para 2-92. Review the seven step MDMP process and facilitate a student-centered discussion on key inputs and outputs.

MDMP

Slide 25

MDMP- PE Quiz

26

Guidance Use FM 1-0 Chapter 6; page 6-3; para 6-8 Slide 27

Coord

Personnel

Support

Personnel

Services

Support

Appendix

Provide HR

Services

HR

Plans &

Opns

Man

The

Force

27

SHOW SLIDE: PERSONNEL SERVICES SUPPORT APPENDIX NOTE: Transition Slide

(6) Force protection.

(7) As required.

4. SUSTAINMENT

a. Logistics.

b. Personnel.

c. Health System Support.

5. COMMAND AND SIGNAL

a. Command

b. Signal

ACKNOWLEDGE: [Commander’s last name]

[Commander’s rank]

OFFICIAL:

[Authenticator’s Name/Position]

ANNEXES

DISTRIBUTION:

[Classification]

[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.

1. Situation

2. Mission

3. Execution

4. Sustainment

5. Command and Signal

• 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:

28FM 6-0, Table C-2

28

Operation Order (1 of 2)

SHOW SLIDE: OPERATION ORDER Operation orders and plans have a standardized format that includes a heading, a body, and an ending. Traditionally called the five paragraph field order, the Army Operation Order (OPORD) is composed of five paragraphs: • Situation • Mission • Execution • Sustainment • Command and Signal The first item entered in the heading is the security classification. Center the security classification at the top and bottom of each page of the order or plan. You classify OPORDs and OPLANs in accordance with AR 380-5. You normally use "derivative" classification authority to classify OPORDs/OPLANs at the tactical level. In other words, use the same classification that is on the OPORD from the next higher headquarters unless you "derive" information for your OPORD from sources with a higher classification. 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 5-0 (The Operations Process), Appendix E, contains additional information and guidance on the orders process.

(6) Force protection.

(7) As required.

4. SUSTAINMENT

a. Logistics.

b. Personnel.

c. Health System Support


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


ACKNOWLEDGE:

[Authenticator’s last name]

[Authenticator’s rank]

APPENDIXES:

1. Logistics

2. Personnel Services Support

3. Army Health System Support

DISTRIBUTION:

[Classification]

ANNEX F

Appendix 2 - Personnel Services Support

TAB A – Human Resources Support

TAB B – Financial Management

TAB C – Legal Support

TAB D – Religious Support

TAB E – Band Operations

FM 6-0, Table C-2 2929

Operation Order (2 of 2)

SHOW SLIDE: OPERATION ORDER 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. We are going to discuss and review Tab A (HR Support) To Appendix 2 (Personnel Service Support) after we discuss HR Planning Considerations and the S-1’s Role in the MDMP.

ADP 3-0, Table A-2

Command and support

relationships provide the basis

for unity of command and

unity of effort in operations

Command relationships

affect Army force generation,

force tailoring, and task

organization

Commanders use Army

support relationships when

task-organizing Army forces

All command and support

relationships fall within the

framework of joint doctrine

Command relationships establish the degree of control and responsibility commanders have for forces operating under their control.

30


SHOW SLIDE: COMMAND RELATIONSHIPS ADP 3-0, Table A-2, lists the Army command relationships. Command relationships define superior and subordinate relationships between unit commanders. By specifying a chain of command, command relationships unify effort and give commanders the ability to employ subordinate forces with maximum flexibility. Army command relationships identify the degree of control of the gaining Army commander. The type of command relationship often relates to the expected longevity of the relationship between the headquarters involved and quickly identifies the degree of support that the gaining and losing Army commanders provide. Organic forces are those assigned to and forming an essential part of a military organization. Organic parts of a unit are those listed in its table of organization.

PRM

PA

SR

PIM

MA

N T

HE

FO

RC

EH

R S

ER

VIC

ES

PE

RS

ON

NE

L S

PT

CCDEPLOY BUILD UP MVMT TAA TO ATK ATK POS TO OBJ EST SEC & RES SVCS CIV AUTH / REDEPLOY

EPS

CAS

OPS

PSTL

OPS

MWR

BAND

HR PLANS

OPNS

PIR

EEFI

SRP / SOLDIER READINESS /

AVAIL STRENGTH / COORD

REAR DET REPORTING

ID CRITICAL SHORTFALLS /

MONITOR GAINS / BUILD

MANIFEST IN TPS

FINALIZE REPORTING

PROCEDURES FOR SUB

UNITS

UPDATE MPFs / UPDATE

EMILPO / DUIC POPULATED

UPDATE DD93 / SGLV ‘

DEERS RAPIDS CAC /

EST. CDR’S AWARD PGM

AND POLICY

COOR REAR DET EFFORTS

W/FRG / DEVELOP SCMO

ROSTER / REHEARSE

BLACKOUT OPNS FOR NIPR

CONNECTIVITY

1ST CLASS LETTER MAIL

ONLY

N/A

N/A

N/A

N/A

1. REDIRECT / DELAY OF ANY

CHALK

2. ANY BN UNDER 90%

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

PHASE 1 PHASE 2 PHASE 3 PHASE 4 PHASE 5 PHASE 6

ESTABLISH BATTLE RHYTHM

FOR JPERSTAT

EMPLOY DTAS; MONITOR

SUBORDINATE UNITS

UPDATE ORB / ERB

CONTINUE TO PROVIDE

EPS AS REQUIRED

ID & COORD WITH MORTUARY

AFFAIRS / CONTACT CLT AT

CSH / MTF; ESTABLISH DCIPS

ACCOUNT

BPT TO ESTABLISH MAIL OPS

(DISTRO PTS); 1ST CLASS MAIL

ONLY

COORD W/EXISTING CMD FOR

MWR USAGE; COORD CHAP

AND SJA SUPPORT

N/A

BPT TO ISSUE GUIDANCE /

FRAGORD ON TASK ORG; PREP

UNIT AWARD/STREAMER

CITATION


CHALK

2. ANY BN UNDER 90%

3. KEY LEADER STATUS

MAINTAIN BATTLE RHYTHM

FOR DTAS UPDATES


FOR JPERSTAT

EMILPO CONTINUES AS

SYSTEM OF RECORD;

CONTINUE TO SYNC EMILPO

WITH DTAS DATA

CONTINUE TO PROVIDE

EPS AS REQUIRED

COORD WITH BCT SURGEON

S3 / S4 FOR CASEVAC ROUTES

MEDEVAC PZ

EST HOLD ON MAIL AT TG; NO

MAIL DISTRO DURING MVMT

PHASE

COORD FOR CHAPLAIN

ACTIVITIES AND SJA AVAIL

COORD FOR BAND SUPPORT

AT MEMORIAL SERVICES / VIP

VISITS /CEREMONIES AS

REQUIRED

N/A

Synchronize a COA across time, space, and purpose

Visual and Sequential

representation of Critical

Tasks

Can be used as an Annex to OPLAN / OPORD

N/A

SIZE, DISPOSITION. LOCATION

OF ENEMY ELEMENT ALONG

ROUTE

1. ANY BN UNDER 90%


3. LOSS OF SUPPORT SRC-12

UNIT / ELEMENT


FOR DTAS UPDATES; UTILIZE

CLT TO TRACK CASUALTIES


FOR DTAS UPDATES; UTILIZE

CLT TO TRACK CASUALTIES


FOR DTAS UPDATES; COORD WITH

REAR DETACHMENT



ROUTE



ROUTE

1. ANY BN UNDER 90%



UNIT / ELEMENT

1. ANY BN UNDER 90%



UNIT / ELEMENT


CHALK

2. ANY LOSS IN FORCE FLOW

3. NOTIFICATION OF NOK

N/A

COORD FOR BAND SUPPORT

AT MEMORIAL SERVICES / VIP

VISITS /CEREMONIES AS

REQUIRED

COORD F

AT MEM

VISITS /CE

REQUIRED

ORT

VIP

REVIEW REDEPLOYME

ESTABLISH / UPDATE TI

GUIDANCE / PUBLISH FRAGORD

N/A

PREP

REDEP CEREMONIES

DEPLOYMENT CYCLE SPT PGM

NO CHANGE FROM PHAS

NO CH


FOR JPERSTAT

EMILPO CONTINUES AS

SYSTEM OF RECORD;

CONTINUE TO SYNC EMI

WITH DTAS DATA

CONTINU

EPS AS

EMILPO CONTINUES AS

SYSTEM OF RECORD;

CONTINUE TO SYNC EMILPO

DTAS DATA


FOR JPERSTAT

AWARD PROCESSING; COMPLETE

CASUALTY DOCUMENTATION;

CAC ISSUE; CEREMONY SUPPORT

31

Synchronization Matrix

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 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.

"The best benefit of the

ROC Drill was the fact that

we had key planners,

leaders and commanders

of the units who will be

supported and supporting

this Responsible

Drawdown." BG Mark J. MacCarley, 1TSC, Deputy CG

on the drawdown of troops in Iraq

Properly executed,

Rehearsals —

Help commanders visualize conditions

associated with decision making before,

during, and after the operation.

Help prepare commanders and staffs to

synchronize the operation at key points.

Rehearsals do this by identifying actions,

times, and locations that require coordination.

Reveal unidentified external coordination

requirements.

Support internal coordination by

identifying tasks needed to accomplish

external coordination.

Help staff sections update internal

coordination tools, such as the synch matrix

and decision support template.

ADP 5-0, chapter 3

32

Why Rehearse?

SHOW SLIDE: WHY REHEARSE? NOTE: There hyperlink imbedded in both pictures and the http://www.dvidshub.net/news/33901/responsible-drawdown-rehearsal-concept-drill The rehearsal of concept drill—commonly referred to as a ROC drill—is an important tool in the commander’s arsenal for planning and executing complex events. Two opportunities exist to execute a ROC drill during the mission planning process: early in the process as a “proof of concept” and a tool for fleshing out the commander’s intent and guidance, and later in the plan’s development as a means to walk through the plan to ensure that everyone understood it and identify any “holes.”

Rehearsing key actions before

execution allows Soldiers to become

familiar with the operation and translate

the abstract ideas of the written plan into

concrete actions.

Each rehearsal type achieves a

different result and has a specific place in

the preparation timeline.The four types of rehearsals are –

Backbrief

Combined arms rehearsal

Support rehearsal

Battle drill or SOP rehearsal

33

Rehearsals

SHOW SLIDE: REHEARSALS 8-2. Rehearsals are the commander’s tool to ensure staffs and subordinates understand the commander’s intent and the concept of operations. They allow commanders and staffs to identify shortcomings (errors or omissions) in the plan not previously recognized. Rehearsals also contribute to external and internal coordination as additional coordinating requirements are identified. 8-3. Effective and efficient units habitually rehearse during training. Commanders at every level routinely train and practice various rehearsal types and techniques. Local standing operating procedures (SOPs) identify appropriate rehearsal types, techniques, and standards for their execution. All leaders conduct periodic after action reviews to ensure their units conduct rehearsals to standard and correct substandard performances. After action reviews also enable leaders to incorporate lessons learned into existing plans and orders or into subsequent rehearsals. 8-4. Adequate time is essential when conducting rehearsals. The time required varies with the complexity of the mission, the type and technique of rehearsal, and the level of participation. Rehearsals are conducted at the lowest possible level, using the most thorough technique possible, given the time available. Under time-constrained conditions, leaders conduct abbreviated rehearsals, focusing on critical events determined by reverse planning. Each unit will have different critical events based on the mission, unit readiness, and the commander’s assessment.

8-5. Whenever possible, rehearsals are based on a completed operation order. However, a unit may rehearse a contingency plan to prepare for an anticipated deployment. The rehearsal is a coordination event, not an analysis. It does not replace war-gaming. Commanders war-game during the military decision making process to analyze different courses of action to determine the optimal one. Rehearsals practice that selected course of action. Commanders avoid making major changes to operation orders during rehearsals. They make only those changes essential to mission success and risk mitigation. SUPPORT REHEARSAL I-10. The support rehearsal helps synchronize each warfighting function with the overall operation. This rehearsal supports the operation so units can accomplish their missions. Throughout preparation, units conduct support rehearsals within the framework of a single or limited number of warfighting functions. These rehearsals typically involve coordination and procedure drills for aviation, fires, engineer support, or casualty evacuation. Support rehearsals and combined arms rehearsals complement preparations for the operation. They may be conducted separately and then combined into full-dress rehearsals. Although these rehearsals differ slightly by warfighting function, they achieve the same result. Slide 34

34

All Groups have 15 minutes to discuss and develop a Running Estimates. Then, 3 Groups will their products. The instructor will select groups the briefers. Guidance Use FM 1-0 Chapter 6

RECEIPT OF MISSION1

MISSION ANALYSIS2

COA DEVELOPMENT3

COA ANALYSIS (WAR GAME)4

COA COMPARISON5

COA APPROVAL6

ORDERS PRODUCTION7

Conduct Advantages

and Disadvantage

Analysis

Compare Courses of

Action

Conduct a Course of

Action Decision

Briefing

COA COMPARISON5

COA ComparisonCompare Courses of Action

Criteria1 Weight

COA 13 COA 23 COA 33 COA 43

ScoreWeighted

ScoreScore

Weighted

ScoreScore

Weighted

ScoreScore

Weighted

Score

MANUEVER 3 2 6 3 9 1 3 1 3

SIMPLICITY 4 3 12 1 4 2 8 1 4

INTELLGENCE 1 2 2 1 1 1 1 1 1

CIVIL CONTROL 1 1 1 2 2 2 2 3 3

SUSTAINMENT 1 3 3 3 3 1 1 2 2

MISSION

COMMAND1 1 1 2 2 3 3 3 3

TACTICAL RISK 2 2 4 1 2 3 6 1 2

FUTURE OPS

POSTURE1 1 1 2 2 3 3 1 1

Totals 17 30 25 27 19

39

The CoS (XO) will assign weights to each criteria base on a determination of their relative importance. The lower assigned weight signifies a more favorable advantage.

COAs are those selected for war-gaming with values assigned to them based on comparison between them with regard

to relative advantages and disadvantages of each. COA Analysis is based on highly subjective judgments that may change dramatically during the course of evaluation

as it draws out and shapes critical thought from the commander and staff. Upon review and consideration, the commander may elect to change either the value for the basic criterion or the

weighted value. Although the lowest value denotes a “best” solution, the process for estimating relative values assigned to criterion and weighting is highly subjective. One result may be that the “best” COA may not be supportable without additional resources. This would enable the decision maker to decide whether to pursue additional support, alter the COA in some way, or determine that it is not feasible

36

All Groups have 15 minutes to discuss and develop a Running Estimates. Then, 3 Groups will their products. The instructor will select groups the briefers. Guidance Use FM 1-0 Chapter 6

RECEIPT OF MISSION1

MISSION ANALYSIS2

COA DEVELOPMENT3

COA ANALYSIS (WAR GAME)4

COA COMPARISON5

COA APPROVAL6

ORDERS PRODUCTION7

Conduct Advantages

and Disadvantage

Analysis

Compare Courses of

Action

Conduct a Course of

Action Decision

Briefing

COA COMPARISON5

COA Comparison- PECompare Courses of Action

Criteria1 Weight

COA 13 COA 23 COA 33

ScoreWeighted

ScoreScore

Weighted

ScoreScore

Weighted

Score

RELIABILTY 1 1 1

ROAD TEST

PERFORMANCE1.5 1.5 1.5

SAFETY 1.7 1.7 1.7

BUDGET (40,000-

45,000)3 3 3

Totals

39

All Groups have 20 minutes to discuss and develop a COA Comparison. Then, One Group will its product. The instructor will select group and the briefer.

Overview of Plans and Orders


HR Planning

HR Operations

Running Estimates

HR Planning Using MDMP

Commander and Staff Roles

Operation Environment

MDMP Process

Personnel Services Support Appendix


Rehearsals

38

Outline

SHOW SLIDE: OUTLINE This the outline we are going to follow focusing on the S-1’s role and responsibilities for HR Planning and Operations. •The Operational Concept

• Unified Land Operations (formerly Full Spectrum Operations) • Plans and Orders • Running Estimates

• HR Planning Considerations • HR Planning Using MDMP

• Commander and Staff Roles • Personnel Services Support Appendix

39

Terminal Learning Objective

ACTION: Implement Human Resources (HR) Planning and Operations using

Military Decision Making Process (MDMP)

CONDITION: Using readings, classroom discussions, presentations and

doctrinal publications including FM 1-0 (HR Support), ADP 3-0 (Operations), FM

4-0 (Sustainment), FM 6-0 (Commander and Staff Officer Guide), ATP 6-01.1

(Techniques for Effective Knowledge Management) ADP 5-0 (The Operations

Process) and an awareness of the Operational Environment.

STANDARD: Students will be assessed, scoring 80% or higher on the HR

Comprehensive examination, which includes the following learning activities:

1. Define the Operational Concept

2. Identify HR Planning Considerations

3. Conduct HR Planning Using MDMP

4. Prepare a Personnel Services Support Appendix

SHOW SLIDE: TERMINAL LEARNING OBJECTIVE NOTE: Inform the students of the Terminal Learning Objective. SAFETY REQUIREMENTS. In a training environment, leaders must perform a risk assessment in accordance with ATP 5-19, Risk Management. Leaders will complete the current Deliberate Risk Assessment Worksheet (DD Form 2977) in accordance with the TRADOC Safety Officer 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). Note: During MOPP training, leaders must ensure personnel are monitored for potential heat injury. Local policies and procedures must be followed during times of increased heat category in order to avoid heat related injury. Consider the MOPP work/rest cycles and water replacement guidelines IAW FM 3-11.4, Multiservice Tactics, Techniques, and Procedures for Nuclear, Biological, and Chemical (NBC) Protection, FM 3-11.5, Multiservice Tactics, Techniques, and Procedures for Chemical, Biological, Radiological, and Nuclear Decontamination. 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 FM 3-34.5 Environmental Considerations and GTA 05-08-002 ENVIRONMENTAL-RELATED RISK ASSESSMENT. EVALUATION: You will be evaluated on the Brigade S-1 final exam. INSTRUCTIONAL LEAD-IN. 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.

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