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INTEL..I...IGENCE..ClFFICER'S...HANDBOOK

HEADQUARTERS, DEPARTMENT OF THE ARMY

DISTRIBUTION

RESTRICTION:

Approvad

for public

rala_;

distribution

Is unllml1led.

FM 34-8-2
1 MAY 1998

By Order of the Secretary of the Army:

DENNIS J. REIMER
General, United States Army
Chief of Staff
Official:

(j $JL-)

JOEL B. HUDSON
Administrative Assistant to the
Secretary of the Army
04459

DISTRIBUTION:

Active Army, Army National Guard, and U. S. Army Reserve: To be distributed in
accordance with initial distribution number 115447, requirements for FM 34-8-2.

FM 34-8-2
FIELD MANUAL
No. 34-8-2

Headquarters
Department of the Army
Washington, DC, 1 May 1998
Table of Contents
Page

PREFACE.

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ..

CHAPTER 1 - G2/S2 ROLES AND MISSIONS. . . . . . . . . . . . . . . . . . . . . ..
Why You Need This Handbook. . . . . . . . . . . . . . . . . . . . ..
Purpose of This Handbook

1-1
1-1
1-1

CHAPTER 2 - FORCE PROJECTION. . . . . . . . . . . . . . . . . . . . . . . . . . . . ..
Force Projection Principles. . . . . . . . . . . . . . . . . . . . . . . ..
Intelligence Readiness. . . . . . . . . . . . . . . . . . . . . . . . . . ..
Indicationsand Warnings. . . . . . . . . . . . . . . . . . . . . . . . ..
Stages of Force Projection Operations. . . . . . . . . . . . . . ..

2-1
2-1
2-2
2-5
2-6

CHAPTER 3 - MILITARY DECISION-MAKING

3-1

CHAPTER 4 - S2 OPERATIONS CHECKLISTS.

PROCESS (MDMP)
. . . . . . . . . . . . . . . . . . . ..

4-1

APPENDIX A. UNIT INTELLIGENCETRAINING CHECKLIST. . . . . . . . . .. A-1
APPENDIX B. INTELLIGENCEPREPARATIONOF THE
BATTLEFIELDPRODUCTS. . . . . . . . . . . . . . . . . . . . . .. B-1
APPENDIX C. RECONNAISSANCEAND SURVEillANCE
PLANNING. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. C-1
APPENDIX D. PRIORITY INTELLIGENCEREQUIREMENTS,
INFORMATIONREQUIREMENTS,AND
INDICATORS. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. D-1
APPENDIX E. GRAPHIC REPORT FORMATS. . . . . . . . . . . . . . . . . . . . . .. E-1
APPENDIX F. TARGETING. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. F-1
APPENDIX G. IEW SYSTEMS. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. G-O
APPENDIX H. MILITARY INTELLIGENCEUNITS AND
CAPABILITIES. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. H-1
APPENDIX I. INTELLIGENCETRANSITION CHECKLIST. . . . . . . . . . . .. 1-1
APPENDIX J. INTELLIGENCEREFERENCE LIST. . . . . . . . . . . . . . . . . .. J-1
APPENDIX K. WEATHER ELEMENTSAND SUPPORT. . . . . . . . . . . . . . .. K-1
GLOSSARY. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Glossary-1
REFERENCES. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . References-1
DISTRIBUTION RESTRICTION:

Approved for public release; distribution is unlimited.

FM 34-8-2
LIST OF TABLES AND FIGURES
Page
Table
Table
Table
Table
Table
Table
Table
Table
Table
Table
Table

1-1.
4-1.
4-2.
4-3.
4-4.
C-1.
F-1.
K-1.
K-2.
K-3.
K-4.

Table K-5.
Table K-6.
Table K-7.
Table K-8.
Table K-9.
Figure
Figure
Figure
Figure
Figure
Figure
Figure
Figure
Figure
Figure
Figure
Figure
Figure
Figure
Figure
Figure

Collection resources. . . . . . . . . . . . . . . . . . . . . . . . . . . ..
Mission checklist. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ..
N-Hour critical times. . . . . . . . . . . . . . . . . . . . . . . . . . . ..
N-Hour critical actions list. . . . . . . . . . . . . . . . . . . . . . . . ..
Mission planning sequence. . . . . . . . . . . . . . . . . . . . . . . ..
G2/S2 R&S responsibilities. . . . . . . . . . . . . . . . . . . . . . ..
Bulk electric power supply. . . . . . . . . . . . . . . . . . . . . . . ..
Weather effects from cloud ceilings. . . . . . . . . . . . . . . . ..
Weather effects from reduced visibility. . . . . . . . . . . . . ..
Weather effects from precipitation. . . . . . . . . . . . . . . . . ..
Weather and environmentaldata elements
impacting Army systems and operations. . . . . . . . . . . . ..
Windchill chart. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ..
Daily water consumption requirements
for three levels of activity. . . . . . . . . . . . . . . . . . . . . . . . ..
Work time in hot weather operations. . . . . . . . . . . . . . . ..
WBGT index (light work)
Conversion factors. . . . . . . . . . . . . . . . . . . . . . . . . . . . ..

2-1
4-2
4-4
4-5
4-6
C-1
F-38
K-13
K-14
K-17
K-19
K-21
K-23
K-24
K-24
K-25

Principles of force projection IEW operations. . . . . . . . . .. 2-2
Modified combined obstacles overlay. . . . . . . . . . . . . . .. B-2
Population status overlay. . . . . . . . . . . . . . . . . . . . . . . . .. B-2
Key facilities and target overlay. . . . . . . . . . . . . . . . . . . .. B-3
Logistics sustainability overlay. . . . . . . . . . . . . . . . . . . .. B-4
Concealment and cover overlay. . . . . . . . . . . . . . . . . . . .. B-5
Lines of communication overlay. . . . . . . . . . . . . . . . . . . .. B-6
Doctrinal template - depicts enemy forces according to
doctrinal deployment, unconstrained by terrain. . . . . . . .. B-7
B-8.
Situation template - depicts deployed enemy forces adjusted
for obstacles and terrain. . . . . . . . . . . . . . . . . . . . . . . . .. B-7
B-9.
Decision support template. . . . . . . . . . . . . . . . . . . . . . . .. B-8
B-1 O. Partial BOS synchronization matrix. . . . . . . . . . . . . . . . .. B-9
B-11 . Event template - considers COAs
of reinforcing or counterattacking forces. . . . . . . . . . . . .. B-9
B-12.
Event template - depicts key events in each
threat COA
B-10
B-13.
Event matrix. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. B-11
B-14.
Sample of an ADA-tailored IPB
B-12
C-1.
R&S planning process. . . . . . . . . . . . . . . . . . . . . . . . . . .. C-2

2-1.
B-1.
B-2.
B-3.
B-4.
B-5.
B-6.
B-7.

FM 34-8-2
Page
Figure
Figure
Figure
Figure
Figure
Figure
Figure
Figure
Figure
Figure
Figure
Figure
Figure
Figure
Figure
Figure
Figure
Figure
Figure
Figure
Figure
Figure
Figure
Figure
Figure
Figure
Figure
Figure
Figure
Figure
Figure
Figure
Figure
Figure
Figure
Figure
Figure

R&S planning considerations. . . . . . . . . . . . . . . . . . . . . ..
Example of a brigade reconnaissanceOPORD
R&S overlay with instructions on acetate. . . . . . . . . . . . ..
R&S tasking matrix. . . . . . . . . . . . . . . . . . . . . . . . . . . . ..
Example of a GSR OPORD . . . . . . . . . . . . . . . . . . . . . . ..
Sample IREMBASSemployment OPORD . . . . . . . . . . . ..
Sample patrol employment OPORD . . . . . . . . . . . . . . . . ..
Sample debrief format. . . . . . . . . . . . . . . . . . . . . . . . . . ..
Graphic INTSUM . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ..
Threat unit locations and mission activities
(committed) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ..
E-3.
Threat unit locations and mission activities
(uncommitted) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ..
E-4.
Threat mission capabilities assessment. . . . . . . . . . . . . ..
E-5.
Threat problem area symbology. . . . . . . . . . . . . . . . . . ..
E-6.
Threat air activity symbology. . . . . . . . . . . . . . . . . . . . . ..
E-7.
Predicted threat activity timelines
F-1.
Functions of intelligence support to targeting. . . . . . . . . ..
F-2.
Targeting methodology. . . . . . . . . . . . . . . . . . . . . . . . . . ..
F-3.
Targeting checklist. . . . . . . . . . . . . . . . . . . . . . . . . . . . ..
F-4.
The targeting process. . . . . . . . . . . . . . . . . . . . . . . . . . ..
F-5.
Example high-payoff target list. . . . . . . . . . . . . . . . . . . . ..
F-6.
Example target selection standards matrix. . . . . . . . . . ..
F-7.
Example attack guidance matrix. . . . . . . . . . . . . . . . . . ..
F-8.
BOS detection capabilities. . . . . . . . . . . . . . . . . . . . . . . ..
F-9.
Intelligence disciplines. . . . . . . . . . . . . . . . . . . . . . . . . . ..
F-1 O. Deliver functions and responsibilities. . . . . . . . . . . . . . . ..
F-11 . BOA functions. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ..
F-12. CARVER techniques. . . . . . . . . . . . . . . . . . . . . . . . . . . ..
H-1.
MI battalion (heavy division)
H-2.
MI Battalion (Light, Airborne, Air Assault Division) . . . . . ..
H-3.
Corps MI Brigade. . . . . . . . . . . . . . . . . . . . . . . . . . . . . ..
H-4.
Organization, MI Detachment,Spt Co, SFG . . . . . . . . . . ..
H-5.
Organization, MI Detachment,Spt Co, SFB . . . . . . . . . . ..
K-1.
Commonweather elements. . . . . . . . . . . . . . . . . . . . . . ..
K-2.
IPB weather overlay criteria. . . . . . . . . . . . . . . . . . . . . . ..
K-3.
Example of a weather forecast chart. . . . . . . . . . . . . . . ..
K-4.
Example of a weather impacts display chart. . . . . . . . . ..
K-5.
Critical weather factors. . . . . . . . . . . . . . . . . . . . . . . . . ..

C-2.
C-3.
C-4.
C-5.
C-6.
C-7.
C-8.
C-9.
E-1.
E-2.

iii

C-6
C-8
C-12
C-15
C-17
C-19
C-20
C-21
E-3
E-4
E-5
E-6
E-7
E-8
E-9
F-2
F-3
F-3
F-7
F-9
F-10
F-13
F-17
F-19
F-22
F-27
F-31
H-1
H-2
H-3
H-4
H-4
K-2
K-4
K-9
K-10
K-11

FM 34-8-2
PREFACE
This publication is a roles and missions manual for G2/S2 sections. As the
companion handbook to FM 34-8, this manual is written for officers serving
as the G2 or S2 in combat, CS, and CSS units. It provides guidance for
officers and NCOs assigned to G2/S2 sections. G2s should find this
handbook a useful MTP when executing intelligence training responsibilities.
The proponent of this publication is the United States Army Intelligence
Center and Fort Huachuca, Fort Huachuca, AZ. Send comments and
recommendations
on DA Form 2028 (Recommended
Changes to
Publications and Blank Forms) directly to Commander, US Army Intelligence
Center and Fort Huachuca, ATTN: ATZS-TDL-D, Fort Huachuca, AZ 856136000.
This manual does not implement
following STANAGs:
8
8
8
8
8
8

STANAG
STANAG
STANAG
STANAG
STANAG
ST ANAG

2022,
2077,
2149,
2844,
2936,
6010,

any ISAs.

However,

it complies with the

Intelligence Reports, Edition 8.
Order of Battle, Edition 5.
Intelligence Requests, Edition 5.
Counterintelligence
Procedures, Edition 2.
Intelligence Doctrine, Edition 2.
Electronic Warfare in the Land Battle, Edition 1.

It also complies with QSTAG 593, Mutual Support Between
QST AG 1034, Intelligence Preparation of the Battlefield.

EW Units; and

Unless specifically designated, all references to the intelligence
corps, division, brigade, or battalion will be stated as S2.
Acronyms
glossary.

officer at

and brevity codes used in this manual are identified only in the

Unless this publication states otherwise,
not refer exclusively to men.

masculine

nouns and pronouns

FM 34-8-2
Chapter 1
G2/S2 ROLES AND MISSIONS

WHY YOU NEED THIS HANDBOOK
The G2/S2 must provide continuous

intelligence

and information

for the commander

to conduct operations

Intelligence is the commander's decision making tool. The commander, who drives intelligence,
deployment, while enroute, and during operations and redeployment.
The S2/NCO.

Provides the commander
targeting, and BDA.

timely and accurate intelligence,

IPB, I&W, and vulnerability

Makes decisive predictions

Prioritizes IR.

Integrates with other staff elements on I&S issues.

Provides the commander with a view of all facets of the battlefield.

Ensures his staff is trained.

and minimize risk.

does so for planning before

assessments

for force protection,

on when and where an action will take place.

PURPOSE OF THIS HANDBOOK
I

This manual does not replace the doctrine and TTP contained in the other FM 34-series manuals; it does, however, focus on their
application.
It also summarizes information that helps the S2 manage and coordinate the CCIR. It provides the S2 the roles and
missions required for executing the intelligence support function.
The G2/S2 is the "Top Down"/"Bottom Up" integrator of RISTA operations,
battalion levels. Three factors help to redefine traditional R&S planning:

Top Downreporting.

Bottom Up reporting.

Digitization.

which have always been performed

at the brigade and

Systems and technologies available to units make an integrated approach to managing "top down" and "bottom up" reporting
feasible. The ACT serves as the nexus of RISTA operations, digitally linking the brigade S2 with the automated capabilities of the
DS MI company, resulting in RIST A operations which blend intelligence, R&S, and T A. (See FM 101-5 for G2/S2 responsibilities and
Table 1-1 for RIST A collection resources.)
Table 1-1. Collection
IEW
SIGINT
IMINT
HUMINT
CI
MASINT
TECHINT

resources

RISTA
Troops in contact
Other troops in contact (RAS)
Scouts (aerial & ground)
LRS, SOF
Countermortar & CB radars
Gun cameras
Hand emplaced sensors
CA, PAO, PSYOP

1-1

FM 34-8-2

Ch apter 2
FORCE PROJ ECTION
FORCE PROJECTION

PRINCIPLES

Future Army operations will rely more heavily on the force projection of US
combat power. There is no single method to support force projection. This
chapter identifies key principles and considerations for planning and
executing IEW force projection.
Successful force projection of IEW support is based on understanding
applying the key principles shown in Figure 2-1.

and

Other key force projection components are intelligence readiness and a
requirement to define responsibilities each echelon performs down to the
lowest tactical level. This chapter discusses-

Intelligence readiness.

. I&W.
.

Stages of force projection operations (minus operations).

Considerations are in a logical order but may not be sequential nor
applicable for all force projection missions. Corps and division G2s must
provide primary planning support for force projection operations because of
their expertise. The S2 at each level identifies-

Personal knowledge deficiencies (e.g., communications architecture,
imagery dissemination systems and methods, ability to identify the staff's
shortcomings).

2-1

FM 34-8-2

FOCUS

Figure

2-1.

FLEXIBLE AND VERSATILE

DOWNWARDLY

Principles

of force projection

JEW operations.

Technical limitations (e.g., ASAS, SIDS capability).

Intelligence gaps with adequate specifics.

INTELLIGENCE

READINESS

In a JTF force projection operation, higher echelons will provide intelligence
for situation and target development to lower echelons (top down) until the
tactical ground force completes entry and secures the lodgment area. The
JTF J2 may be reluctant to push everything down through tactical
intelligence channels due to the volume of the intelligence information
available. The S2 may receive support on a "smart push" basis, and needs
to know his requirements to be able to do a "smart pull."
The most significant change in the evolution of force projection operations
the enhanced information flow through hierarchical and non-hierarchical
networks (computer, communications,
and personal). The S2 should-

Review available databases on assigned contingency Als; conduct IPB
on these Als; and develop appropriate IPB products.

Be aware of higher HQ SOPs and DIA manuals for specific CM guidance.

Prepare, practice, and conduct information collection activities as part of
in-garrison 10 rehearsals.

2-2

FM 34-8-2
.

Preplan and practice an intelligence

"surge" on likely contingency

crises.

Prepare and practice coordination from predeployment through
redeployment with personnel from imagery, SIGINT, HUMINT, SWO, CA,
PSYOP, and SF units, to include databases and connectivity.

Ensure the following are a part of the daily operating environment:
-

RC and other augmentation.

Line numbers and SOPs including a linguist plan with proficiency
scores (alert through early entry phases of deployment).

Training (individual

and collective).

Form ad hoc intelligence links and networks early on to meet a
developing contingency.
Incorporate, request, and receive intelligence
from unfamiliar sources (linguists, MI augmentation, other services);
exploit NGOs and PVOs once a crisis emerges. Exchange
communications
protocols with theater and higher HQ and subordinate
and lateral units.

Forward all Rlls to the higher HQ lAW SOPs. The J2, G2, and S2 can
focus intelligence downward based on the commander's needs.

Understand the JTF J2's multiple echelon and broadcast dissemination
capability to ensure NRT reporting to all deployed, in transit, or preparing
to deploy forces.

Maintain an intelligence database on the battlefield environment and
threats for each contingency.
The S2 must state and record the CCIR as
PIR, subordinate SOR, and SIR, and include the following:
-

For the battlefield environment, the commander's approval of the AI,
to include separate ground, air, littoral waters, and political Als.

Maps, terrain, and weather products. Request from National Imagery
and Mapping Agency hard copies (unclassified or at the lowest
classification).
Request authority to declassify these products locally.

2-3

FM 34-8-2
-

Digitized products (map sheets for ASAS, terrain data, and imagery).

Physical environmental information. The TERRA BASE program
allows S2s to template the effects of terrain on communications
and
direct fire. During mission analysis, TERRA BASE or other automated
terrain products-WINCATS,
TOPOSKINNER-provide
the S2 a tool
to help the commander visualize how terrain can affect friendly and
enemy forces. These products can illuminate terrain effects for
subordinate commanders in the OPORD brief. [Technique:
Use the
program at Home Station to develop and sustain proficiency.]
The
supporting engineer staff officer may also have terrain visualization
products.

Threat or potential threats. The intelligence community, primarily the
NGIC, and open sources produce products useful for intelligence
readiness. These products can be tailored to best support the
commander.
(See FM 34-3 for information on intelligence analysis.)
INTELLINK will be an S2's primary access to any type of requested
strategic intelligence.
Examples of strategic level products includea

Global security forecast.

Battlefield

Automated

Arms proliferation and military power studies related to the
weapons acquisition strategies and the overall military power and
potential of selected foreign military forces.

TECHINT

CIA World Fact Book and DIA country studies.

Open source studies and articles.

Other services.

IINDICATIONS

development

plans.

and hardcopy databases.

and User Bulletins.

AND WARNINGS

Theater and national intelligence

units monitor regional and global threats to
2-4

FM 34-8-2
provide I&W intelligence to the NCA and military commanders.
I&W
intelligence flows to strategic, operational, and tactical commanders; it
prevents surprise, reduces risk, and supports development and refinement
CON PLANs. The S2 must ensure the commander identifies PIR, IR, and
targeting requirements for each assigned contingency area. The S2
should-

Conduct CM and synchronization planning on I&W requirements. Review
your unit's collection plan and preplanned SOR for each contingency
area. If necessary, refine existing collection plans and SOR.

Review and modify reporting procedures for I&W contingency areas.
This may involve changing intelligence reporting (e.g., increasing
reporting on one area and decreasing reporting on another) and message
routing addresses and precedence (e.g., FLASH designation).

Prioritize and forward SOR to higher headquarters.

Disseminate intelligence
subordinate units.

Coordinate for direct dissemination when possible.

Recommend to the commander whether to maintain or increase unit
readiness levels; plan and surge the intelligence effort for the impending
operation; or move the unit from its current mission to contingency,
branch, or subsequent operations.

Adjust intelligence

and information

to the commander,

readiness steps according to pre-crisis

staff, and

I&W.

STAGES OF FORCE PROJECTION OPERATIONS
REMINDER:
continuously

All phases of the intelligence cycle are being executed
during all stages of force projection.

MOBILIZATION:
Mobilization is a process in which the armed forces augment the AC
capability in preparation for war or other national emergencies.
It includes
activating all or part of the RC assembling and organizing personnel,
supplies, and materiel; and certifying the proficiency of individuals and units.
2-5

FM 34-8-2
(See FM 100-17 for mobilization process.) In peacetime, AC and RC MI
units plan, train, and prepare together to accomplish mobilization and
deployment tasks. During the mobilization phase, the S2 should.

Assist the mobilizing RC unit by preparing and conducting intelligence
training and threat update briefings and by disseminating intelligence.

Identify force requirements for the different types of operations and
CON PLANs.

Employ and adhere to existing procedures.

If possible, use prior coordinated IMAs to fill gaps created by personnel
shortages. These IMAs should already have a working knowledge of
your SOPs and understand the mission.

Monitor intelligence reporting on threat activity and I&W indicators.

Conduct or coordinate CI and OPSEC training and operations.

Manage IR and RII from your unit and subordinate units.

Evaluate reporting.

Update collection planning.

PREDEPLOYMENT ACTIVITY:
Predeployment activity provides the foundation
projection operations.

for subsequent

force

I&W will continue throughout force projection operations. The S2 must
perform IPB early and continuously. (See FM 33-1, FM 34-130,
FM 41-10.)

Accelerated training will ensure all AC and RC MI units are able to
conduct IEW operations.
Integrate mobilization and deployment tasks
into unit METL and training; emphasize and integrate critical aspects of
force projection into battle tasks and planning.

Focus broadbased

knowledge

to support CON PLAN refinement

2-6

(IPB).

FM 34-8-2
.

Ensure tactical tailoring or split-based
existing CONPLAN.

Establish appropriate relationships;
liaisons if they are different.

Continuously conduct and update CM and IEW synchronization planning.
-

operation

establish

planning is based on an

higher, lower, and lateral

10 synchronization
ensures 10 are linked to the CCIR and respond in
time to influence decisions and operations.
10 encompasses more
than just MI assets and requires MI support. (See FM 34-40 and
FM 100-6.)

IEW synchronization
ensures IEW operations
in time to influence decisions and operations.

are linked to the CCIR and respond
IEW is a subset of 10.

The commander generates CCIR. CCIR focus on what is critical. They should
change as the situation changes. CCIR affect PIR, IR, EEFI, and FFIR.

Plan imagery coverage for target nomination,

Require from collection
requests.

Plan synchronization

Ensure each PIR is related to a specific operational
FM 100-6.)

Prepare an ISM and backward plan so collection production efforts are executed
with the operation; deliver focused intelligence to support operational decisions.

Coordinate with the S3 and signal officer for EW offensive and electronic
deception operations, specifically for target nomination, no-fire target criteria,
protected frequencies, and synchronized EW effort during all phases of the
operation.

Plan BOA requirements.

Refine, manage, and update SOR.
synch ron ization.

validation,

assets, timelines for preplanned

and PSA.
and dynamic collection

through all five steps of the intelligence
decision.

Monitor and maintain

2-7

cycle.
(See FM 34-2 and

FM 34-8-2
a

Anticipate

Ensure CCIR process is continuous and the intelligence cycle and IEW
operations remain tied to the commander's decisions and concept of operations.

.
.

and initiate collection

early against long lead-time requirements.

Identify collection gaps after you synthesize available information on the AO and
coordinate the collection efforts of existing intelligence
organizations.
(Consider national, EAC, other US forces and services, and HN
support. )
Develop a collection strategy which factors PIR, IR, and METT-TC. Submit RII
and other requests for support to adjacent, higher, and HN units. Develop a
collection plan which supports all PIR and IR and maintains synchronization.
Develop your intelligence

team:

Commander's intelligence support The S2 and supporting MI commander form
the maneuver commander's intelligence team.
ASAS is the primary intelligence
processing system supporting this team. A unit may need to augment its S2 staff,
to include area experts, TECHINT LNOs, linguists, interrogators, intelligence
analysts, and CI agents. Tailor the size and sophistication of the deploying unit's
intelligence staff to the mission.

ACT: The DS MI company provides an ACT to support the commander's
intelligence

team at brigade.

Additional attachments:

DISE: This is a small intelligence support team that provides
communications,
automated intelligence fusion, and broadcast
downlinks in a small package capable of deploying with Army early
entry forces.

These could include PSYOP and CA.

Decide whether you will form the DISE from the organic assets of
the early entry force or from the corps ACE, supporting EAC MI
brigade, or a combination thereof.

Plan the configuration, which can range from "briefcases" (MiniDISE) to HMMWVs (DISE vehicular), and are normally staffed by 5
to 12 soldiers, respectively.
Build the supporting hardware
systems around the Army's ASAS and integrate them with other
Army, joint intelligence, and communication capabilities.
2-8

FM 34-8-2

Plan whether the DISE will expand to a full ACE as lodgment
operations are completed or will disband once the mission is
accomplished.

Plan situations in which the DISE will go directly to higher
headquarters for information without the home base's approval.

Plan on requirements

to support the DISE with 24-hour operations.

158: This is the rear element of split-based operations
processed and analyzed intelligence to the DISE.

that provides

Plan the automation, communications
capacity, and personnel
necessary to provide continuous intelligence requirements
management, collection, processing, and reporting.

Plan all procedures for the DISE to "pull" specific intelligence
products and reports, obtain status of collection, and "push" the
current intelligence picture from the lodgment back to the ARFOR
and JTF commanders if not in theater.

Plan all links to higher intelligence organizations, including the JIC and
the elements designed to leverage theater intelligence; focus on
support down to the corps and echelons below corps (e.g., the
CMISE).

Coordinate with and understand
the NIST if formed.

Plan to use RC augmentation.
Some examples
agents, UA Vs, interrogators, and linguists.
availability

the capabilities

of the JTF to include

are a mix of CI

Transportation

(aircraft or naval vessel) for deployment.

Sustainability.

Portability once deployed.

Disciplined operations. The commander's ability to collect may be
affected by nonmilitary decisionmakers.
The CINC can contribute
to the deploying commander by ensuring at the outset that
intelligence is decompartmented
and releasable to allied units (if
2-9

FM 34-8-2
applicable)

Review applicable

publications

(ARs, DA Pamphlets,

USSIDs).

Review SOFAs, ROE, international laws, and other agreements.
(Coordinate with SJA on these issues.)

Review applicable

Establish force deployment priorities based upon METT-T. Sequence
initial required forces and capabilities, build-up priorities, and follow-on
forces to ensure a sequenced plan, a tailored force, and established
command and support relationships.
Consider sensors, processors,
preprocessors, CI, and HUMINT. Maintain unit integrity.

Plan communications
Remember to-

NIMA guidance.

architecture

(build redundancy

when possible).

Plan links to the JTF DISE, if formed, that complements
(See FM 34-25-3 and FM 34-37).

Ensure intelligence links provide the early entry commander vital
access to multisource Army and joint intelligence collection assets,
processing systems, and databases.

Ensure collection
still synchronized
timelines) .

Finalize the IEW OPLAN (terrain and communications
deconfliction).
Coordinate with the MI commander on his tactical decisionmaking
process. Understand the MI commander's SOR that are his specified
tasks, implied tasks, task organization, concept of operation (the
organization, deployment, allocation, and employment of subordinate
MI units), and coordination requirements with forward maneuver units.

Establish the intelligence crossover point. Estimate the time and
establish a measurable criteria to indicate when you have reached
that point. Intelligence crossover occurs when enough tactical

collection

is synchronized
with operations

the NIST.

with production, and intelligence is
(specify reporting procedures and

assets are in theater to reduce the dependency

2-10

upon strategic

FM 34-8-2
or national assets.

(See FM 34-1, Chapter 3.)

Receive all augmentation and support elements quickly (ACT, DISE) and
incorporate them within your unit, SOP, and training.

Update databases
using INTELLINK.

Support force protection. Intelligence operations-MDCI
in
particular-identify,
locate, and target an enemy's ability to target and
affect friendly forces, facilities, and operations.
Intelligence support
must-

to support the IPB process that will follow.

Conduct threat and risk assessment.

Consider elements

of fratricide

avoidance:

Accurate target identification.

Collateral weapon effects.

Familiarity with supporting

ROE.

Consider elements
a

Information

of force protection:

Warfare:

OPSEC.

Physical destruction.

PSYOP.

Deception.

EW.

COMSEC.

NBC.

units.

2-11

Practice

FM 34-8-2
a Personnel security.
a Neutrality maintenance.

Personal awareness.

Sniper threat.

Counterreconnaissance.

Arms and physical security.

Using the MDCI process, assess and review friendly vulnerabilities
and the threat's ability to exploit them.
a

S2s should inform commanders
analysis.

and operators

on CI and MDCI

Train your MDCI analysts to conduct reverse IPB and think like the
enemy S2, to include the enemy's perception of friendly centers of
gravity and how he will attack or influence them.

Incorporate your MDCI analysis into the G2/J2 situation and
decision briefings and all planning (especially deception planning).

Assign CI and MDCI sections appropriate missions and analytical
responsibilities, such as rear area threat analysis, and
continuously assess effectiveness.

Identify potential countermeasures
friendly critical areas.

Identify and recommend
collection capabilities.

actions to counter enemy intelligence

Implement the following

controls to support force projection:

to deny the enemy access to

Establish access to national HUMINT and CI databases,
automated links to joint service, coalition, and HN sources to help
identify, assess, and develop countermeasures
for threats.
Develop FLASH precedence reporting procedures.

2-12

FM 34-8-2
a

Receive and disseminate CI information and specific CI tasks from
ASAS and other means such as the CHATS.

Support further CON PLAN and OPLAN development. MI units
continually monitor and update their CON PLANs to reflect the evolving
situation, especially during crises.

Immediately before deployment, update deploying forces with the most
recent intelligence on the AO and update your technical databases and
situation graphics.

Develop contingency tailored packages that allow the G2/S2 to place the
right force support teams in a deployable posture with an adequate
amount of training.

DEPLOYMENT:
Success in force projection operations hinges on the capability of airlift and
sealift assets to move forces into the AO. Force protection is more critical
during this stage.

Monitor intelligence reporting on threat activity and I&W indicators.
Continuously conduct and update IEW, CM, and synchronization
planning.

Plan enroute updates to eliminate information voids and allow your
commander to adjust OPLANs prior to arrival in theater. Request
supporting intelligence organizations use SATCOM, broadcast
technology, and ADP systems to provide graphic and textual intelligence
updates while enroute.

Continue IPB.

Provide timely, accurate, and specific infrastructure and weather
information. IMETS can provide weather information.

Use accurate situation development
and reduce risk on the battlefield.

Use the DST, collection plan, R&S plan, ISM, and SOR to anticipate
which decisions the commander and staff will make.

2-13

to help the commander

understand

FM 34-8-2
ENTRY OPERATIONS:
During initial entry operations, EAC organizations provide major intelligence
support in a "smart push" mode. This support may include departmental,
joint, and scalable Army intelligence elements capable of deploying forward.
Entry units must continue to "smart pull" the intelligence they need for
operations.

Continue to conduct force protection planning.

Monitor the buildup of the in-theater capability required to conduct
sustained IEW operations and to reduce your total dependence on
split-based, "top driven" intelligence from outside the AO. As organic IEW
assets flow into the theater, assess their reliability for tactical intelligence.
(National and theater organizations will still remain sources of strategic
intelligence.)
Determine intelligence crossover point.

Monitor intelligence reporting on threat activity and I&W indicators.

Routinely debrief troops.

Use local nationals employed by or in frequent contact with your force
to provide information (area experts must analyze it).

Ensure liaison personnel and basic communications
the scheduled arrival of parent commands.

are in place prior to

Deploy HUMINT forces into theater as early as possible.

Contact HN or civil authority.

Contact other services.

Contact lateral units.

Coordinate

with supporting

(Contact CA units; see FM 41-10.)

CI unit for CI support to force protection.

Emplace ACT, DISE, NIST, and other elements.
-

Establish security.

Establish communications.

2-14

FM 34-8-2
-

Establish analytical capability.

Perform IPB.

Continue to conduct CM and intelligence synchronization
planning.
Recommend revised PIR and IR. Refine, manage, and update SOR.
Evaluate reporting.

Consider space requirements,
use or unique items.

power, and logistical support for high

Conduct situation development, target development, and support to
targeting. During this stage as combat strength increases, your unit's
organic tactical systems will conduct situation and target development
(intelligence crossover point).

Develop measurable
plan. Reassesses-

criteria to evaluate the results of your collection

"Push" versus "pull" requirements.

Communications

Reporting procedures

Crossover

Intelligence support to OPLANs and OPORDs,
(to include planning follow-on forces).

architecture.
and timelines.

point in intelligence.
branches,

and sequels

WAR TERMINATION AND POSTCONFLICT OPERATIONS:
Upon cessation of hostilities or truce, deployed forces transition
postconflict operations.

to a period of

Commanders redirect PIR and IR to support units conducting restoration
operations (e.g., engineer units conducting infrastructure reconstruction
operations, medical and logistics units providing humanitarian relief). The
nature of the PIR shifts from assessing threat forces to assessing political,
economic, social, religious, and other conditions that affect force protection
and the desired end-state; planning residual presence of US forces; and
preparing for redeployment of forces.

2-15

FM 34-8-2
.

Continue to conduct force protection planning.

Remain open to the possibility

Monitor intelligence reporting on threat activity and I&W indicators.

Continue to conduct CM and intelligence synchronization planning.
Update collection planning.

Refine, manage, and update SOR.

Evaluate reporting.

Disseminate intelligence.

Use pre-deployment tactical tailoring procedures to plan a phased
redeployment of IEW assets and personnel ensuring continual coverage
of the commander's requirements.

REDEPLOYMENT

that hostilities could resume.

AND RECONSTITUTION:

As the combat power and resources decrease in the AO, force protection
and I&W become the focus of the CCIR. This drives the selection of those MI
units that must remain deployed and those which may redeploy.

Monitor intelligence reporting on threat activity and I&W indicators.

Continue to conduct force protection planning.

Request intelligence BOS support (theater and national systems) and
provide intelligence in support of redeployment and reconstitution
(reverse intelligence crossover point).

DEMOBILIZATION:
Demobilization is the process by which MI individuals and units transfer from
active to a premobilization or other approved posture. MI units resume
intelligence readiness posture. RC MI units transition to peacetime status.

Monitor intelligence reporting on threat activity and I&W indicators.

Capture consolidated databases.

2-16

FM 34-8-2
.

Capture lessons learned via AARs (doctrine and TTP).

Maintain intelligence readiness (e.g., training).

Adjust MTOEs and evaluate the need for IMAs.

2-17

FM 34-8-2

Ch apter 3
MILITARY DECISION-MAKING

Intelligence in the MDMP

MDMP in General

FM 101-5 is the doctrinal source.

The MDMP is a single, established, and
proven analytical technique.
The commander

must follow the one-

third/two-thirds planning rule.
MDMP helps the commander and staff
examine a battlefield situation and
reach logical decisions.
The commander can decide to use the
complete or abbreviated version.
Staffs should train on both the complete
and abbreviated versions.
Incomplete execution of the MDMP is a
recurring deficiency at the CTCs.

Staff Estimates

PROCESS (MDMP)

FM 101-5 provides a generic staff

estimate.
The generic staff estimate is the base
for the commander's operations,
personnel, intelligence, logistics, CMO,
communications, and special staff
estimates.
These staff estimates are designed to

form, analyze, compare, and
recommend friendly COAs.
Staff estimates are continuous, must
not be overly time consuming, and do
not have to be a written product (time
dependent).

MDMP is based on continuous

IPB,

especially initiallPB during mission
analysis.
The commander drives intelligence;
IPB is an integrated staff function
driven by the commander.
Train your section to conduct IPB so
you can coordinate closely with other
staff and BOS representatives.
You must understand

how all the BOS

operate and how to integrate
intelligence during planning, especially
within the targeting process lAW
FM 6-20-10.
"Push" the staff to develop a robust and
integrated R&S plan.

The Intelligence Estimate
The purpose, scope, and content of the
intelligence estimate changed with draft
of FM 101-5.
The old intelligence estimate was a
text-based product derived from IPB
that focused on ECOAs, capabilities,
strengths, and vulnerabilities.
This old intelligence estimate is
functionally replaced by IPB products.

A standard staff estimate prepared by

the G2/S2 is the new intelligence
estimate-it is radically different.
The new intelligence estimate focuses
on the G2/S2's ability to support
friendly COAs and is used to compare
and approve friendly COAs.

The wargame results and staff
estimates help the staff compare
COAs.

3-1

FM 34-8-2
Step 1: Receipt of Mission

The mission comes from higher

On receipt of a new mission, the G3/S3
issues a WARNO to the staff.
The staff immediately prepares for
mission analysis (SOP preparation).

Intelligence in Step 1
- Collaborate with your higher G2/S2
before and during receipt of mission to
facilitate the initiallPB.

headquarters or is derived from an
ongoing mission.

Immediately the commander and staff do
a quick initial assessment with emphasis
on an initial allocation of available time.

The commander issues his initial

As part of the initial assessment, look for
gaps in your intelligence database and
products.

Proactively requesVprepare terrain
products, weather, light, and climatology
data; update the MCOO and doctrinal
templates; maintain the enemy situation.
Focus on the initial time allocation
(complete or full MDMP), R&S guidance,
and any additional tasks or focus from
the commander's initial guidance.

guidance, and the G3/S3 issues a
WARNO to subordinate units.

Step 2: Mission Analysis
1. Analyze the higher HQ order. (If

Establish/verify an IHL.

Intelligence in Step 2

confused by or you disagree with it,
seek immediate clarification or

Intelligence and intelligence-related
products:

AI.
I Initial PIR (from the commander.)

resolution.)
2. Conduct initiallPB.

Initial OPSEC vulnerabilities and
EEFI.*
I MCOO and terrain as described by
OCOKA and its effects.
I Assumptions (include enemy
mission, objectives, threat BOS
activities).

3. Determine specified, implied, and
essential tasks. (It is important to
understand specific requirements for
each task.)
4. Determine the AI.
5. Review available assets. (The staff
must identify additional resources

I
I

needed to ensure the mission's
success.)
6. Determine constraints (normally found
in the scheme of maneuver, concept of

Other elements of the battlefield.
Situation templates

(unrefined).

I Event templates and matrices
(unrefined).

the operation, and coordinating
instructions).
7. Identify critical facts and assumptions.
(List all appropriate assumptions from
higher; state relevant conditions over
which the commander has no control.)
8. Conduct risk assessment.
9. Determine initial CCIR. (Limit to 10 or
less.)

Center/centers of gravity.

HVTs.

I The IPB portion of the mission

3-2

analysis brief and associated
graphics (OB, weaknesses and
peculiarities, activities and
capabilities, and COAs).
Collection plan (initial, G2 only).

FM 34-8-2
10. Determine the initial reconnaissance
11.

12.
13.

14.
15.

16.

17.
18.

plan. (The resulting R&S annex sets
reconnaissance in motion.)
Plan use of available time. (The
commander and staff refine initial plan
for use of available time.)
Write the restated mission. Who, what,
when, where, and why.
Conduct mission analysis briefing.
(Given to commander and staff. The
briefing is critical to ensure a thorough
understanding of planning.)
Approve the restated mission.
Develop the initial commander's intent.
A clear, concise statement of what the
force must do regarding the enemy,
terrain, and desired end-state.
Issue the commander's guidance. This
provides additional guidance to focus
staff planning.
Issue a WARNO.
Review facts and assumptions. When
facts or assumptions change, the
commander and staff must assess their
impact.

Step 3: COA Development
1. Analyze relative combat power. See
FM 34-130 for estimating relative-force
ratios.
2. Generate options. Goal is to develop
COAs for every feasible ECOA;
however, the commander usually limits
that option with his guidance.

3. Array initial forces. Identify number of
units needed and operational methods;
develop a knowledge base to help
make decisions.
4. Develop the scheme of maneuver.
This creates the
5. Assign headquarters.
task organization.

The R&S plan (initial plan that starts
R&S operations) and associated
FRAGOs or WARNOs.
I Intelligence estimate (initial).
These products are used to write Annex
B to the OPORD or OPLAN and as the
foundation for the DST* later in the
MDMP.
Based on mission analysis, request
information or intelligence based on
intelligence gaps.
Develop as many ECOAs as time will
allow.
Your higher HQ OPORD, OPLAN, and/or
Annex B will task your unit to perform
certain collection or R&S tasks.
Start the subsequent steps of CM &
intelligence synchronization (FM 34-2) to
support the initial collection plan (at a
minimum SII, SIR, and SOR).
The R&S plan is a coordinated staff effort
that must include FS, MEDEVAC, and
CON PLANs (e.g., what the brigade does
if 2 key scout sections are destroyed).

The MI Bn/DS MI Co participates in
mission analysis and briefs the collection
status and capabilities.

Intelligence in Step 3

3-3

Intelligence and intelligence-related
products:
I Situation templates (refined and
prioritized).
I Event templates and matrices
(refined).

EWTL (initial).*

Ensure the G3/S3 uses the IPB facts,
assumptions, and products developed
during mission analysis and
subsequently refined.
Work with the entire staff to ensure that
friendly COAs take advantage of the
environment and threat situation. *

FM 34-8-2
6. Prepare COA statements and sketches.

The G3/S3 uses appropriate media to
clearly portray how unit will accomplish
the mission (e.g., scheme of maneuver).

Step 4: COA Analysis (Wargme)
1. Gather the tools.
2. List all friendly forces.
3. List known assumptions.

The staff must evaluate the need for

branches and sequels.
When technically

possible, the staff

should capture as much of the
wargame on ATCCS as possible;
otherwise, use a wargame worksheet
or ISM.
These wargame results are key to
developing DSTs and BOS synch
matrix.
Use the action, reaction, counteraction
method (consider at a minimum
maneuver, FS, mobility, countermobility, survivability, and IEW).
The staff should track force ratios
throughout the wargame.

center/

centers of gravity.

I Situation templates (final).
I Some force protection issues

7. Select a method to record and display

disciplined process used to visualize
the flow of battle.
The commander selects the order of
comparison of threat to friendly COAs.

Intelligence and intelligence-related
products:

I PIR with LTIOV (refined).
I HPTs.
I Confirmation of the enemy

5. Determine evaluation criteria.
6. Select the wargame method.

Do not forget to support deception
planning (when appropriate).

Intelligence in Step 4

4. List known critical events and DPs;
include an HVTL list.

results.
8. Wargame the battle and assess results.
The wargame is a critical and

Key on threat vulnerabilities.
Your input is critical in analyzing relative
combat power.

3-4

(e.g.,

NBC vulnerabilities).
EWTL (refined). *

You wear both a "red" and "blue" hat in
wargaming.
As the enemy commander you project
enemy actions or reactions, develop
DPs, and project enemy losses.
During the wargame you must address
all relevant enemy BOS capabilities.
As the friendly G2/S2, you identify IR
and NAls; refine the situation template;
and participate in the targeting
conference.
Ensure the G3/S3 honestly portrays

friendly capabilities during the
wargame. *
Work with entire staff to ensure friendly
COAs take advantage of environment
and threat situation.
Ensure HPTs, AGMs, and TSS support
the operation. *
The AGM is approved by the
commander and addresses which
targets will be attacked, how, when,
and the desired effects.
TSS are criteria used in deciding
whether to pass information as a target
nomination.

FM 34-8-2

Step 5: COA Comparison

The MI Bn/DS MI Co commander and
collection manager are important
players at the wargame.

Intelligence in Step 5
- Intelligence product:

Used to identify COA that has highest

probability of success.

Staff may use any technique; the

decision matrix is the most common.
Staff gets its criteria from the
commander (e.g., the principles of war
or tenets of Army operations).

Intelligence

estimate (final).

Ensure you playa key role during this
step.

Step 6: COA Approval

Intelligence in Step 6

If the commander modifies a proposed
COA or gives the staff a new COA,
staff must wargame that COA.

Step 7: Orders Production
Based on the commander's

PIR with l TIOV (approved).
I DST (an integrated staff product).
I BOS synch matrix. *
I ISM.
I Event templates and matrices (final).
I The R&S plan (final).*
I Collection plan (refined, G2 only).
Start the subsequent steps of CM and
intelligence synchronization (FM 34-2)
(i.e., development of new SII, SIR, and
SOR).
If the commander designates you to
perform BDA to support one of his
decisions, you must thoroughly plan the
BDA support and tie that plan into the
collection plan.

Intelligence and intelligence-related
products:

Intelligence in Step 7
Intelligence and intelligence-related
products:
I OPORD or OPlAN Annexes B

decision

and final guidance.

(Intelligence),
Q (OPSEC)*,
T(EW).*
* The G2 participates

in developing

l (R&S), P (C2W)*,
S (Deception)*, and

the products but is not the proponent.

3-5

FM 34-8-2
ACCELERATING THE MDMP:
The MDMP involves three techniques that can be applied in different
situations: deliberate, abbreviated, and accelerated.
Only the accelerated
technique is discussed herein because it is the most difficult to implement.
(See CALL Newsletter Update No. 95-12.)
The accelerated technique
conditions apply:

may be used when one or more of the following

Commander has a staff available to assist him in developing
but little time to use a more formal process.

the plan,

Commander does not have a staff, or the staff is not accessible.

When these conditions apply, the commander must rely primarilyon TLP to
develop his plan. The accelerated technique assists the commander in
developing a tentative plan. Under extreme circumstances, this may be little
more than a mental process; nonetheless, the commander can use it to
assist him and key staff members (S2/S3/FSO/XO)
as he develops his plan.
The accelerated technique follows the basic procedures in the deliberate and
abbreviated processes, but the differences are more significant. The major
differences between the abbreviated and accelerated techniques involve the
commander's guidance and the COA development phase (Figure 3-1). The
accelerated technique is characterized by active participation by the
commander, and development of one COA that is suitable, feasible, and
flexible.
In some situations, the products developed using the accelerated technique
may be the same as those developed when using the deliberate or
abbreviated technique.
Because time is the key factor, the accelerated
technique will normally result in the development of a FRAGO.

3-6

FM 34-8-2

STAFF

. r."""'1~.:1:::ItI:I~'j:l

t.l

~
COMMANDER'S

ACTIONS

Mission

Analysis

Restated

ACTIONS

Mission.

Figure 3-1. Accelerated MDMP.
MISSION ANALYSIS:
ISSUE: The commander and staff must be able to rapidly conduct the
mission analysis to determine the restated mission.
DISCUSSION:
When using the deliberate or abbreviated technique, the
staff conducts a detailed mission analysis to develop the restated mission.
As previously stated, resorting to a mental process in lieu of a detailed
restated mission is acceptable; however, this should be the exception rather
than the norm. The staff may be forced to brief their initial estimates orally,
without the use of charts or viewgraphs.
Conduct as formal a mission
analysis as time allows. During the mission analysis, there are no major
differences between the three techniques.
There are no techniques that will
significantly reduce the amount of time required to conduct the mission
analysis. Anticipation, prior preparation, and experience by the staff are the
keys to a timely mission analysis process.
TECHNIQUES:

3-7

FM 34-8-2
.

Commander must get personally involved by supervising and managing
the mission analysis process.

In extreme situations, the staff must be prepared to brief the commander
without the use of visual aids.

COA DEVELOPMENT:

ISSUE: When time is severely limited, providing the commander's
after the mission analysis may not be the most appropriate time.

guidance

DISCUSSION: Instead, the commander may decide to immediately begin
personally developing one COA with input from selected staff officers. There
is probably not time to seek input from every staff officer, so the commander
must determine relevant and critical staff officers (e.g., S2, F3, FSO, XO).
This team may vary depending on the type of mission. For example:

In the defense include staff engineer.

During SASO include CA, PAO, SJA, PSYOP.

In other situations, include subordinate commanders because of their
experience.

This team must then quickly develop a flexible COA to accomplish
the
mission.
The key to success,
when using the accelerated
technique,
is to
rapidly develop a base plan with appropriate branches that is flexible,
feasible, suitable, and acceptable. DO NOT WORRY ABOUT DEVELOPING
THE PERFECT COA; THERE IS NOT TIME FOR IT. This is the major
distinction between the accelerated technique and the others.
Once the COA is developed, the commander might consider conducting a
hasty wargame. In extreme situations, this may be the only opportunity to
conduct the wargame process. Next, the commander should begin to
quickly develop his guidance to the staff. The accelerated technique is
characterized by an active role of the commander,
guidance to the staff.
TECHNIQUES:

3-8

and very specific

FM 34-8-2
.

Focus on developing one COA with branch plans that is flexible, feasible,
suitable, and acceptable.

The commander plays the central role when developing this COA.

COMMANDER'S GUIDANCE:
Once the commander has developed the COA, he must issue guidance to
his staff so it can refine and wargame the COA. The commander's guidance
to the staff must be directive and specific. The staff's responsibility is to
support the commander's plan, not to develop the perfect plan. Welldeveloped and clearly communicated
commander's guidance can be a
significant timesaver. The commander's guidance should serve to keep the
staff focused by establishing parameters to work within. Commander's
guidance must be constantly reviewed and analyzed. As the situation
changes and information becomes available, the commander may have to
alter his guidance to the staff.
COA ANALYSIS:
ISSUE. The commander
process.

and staff must rapidly conduct the COA analysis

DISCUSSION:
Conducting the wargame process using the accelerated
technique is the most difficult of the three processes because only one COA
was developed.
The purpose of the COA analysis is not to analyze and
compare multiple COAs that result in a recommendation
to the commander,
but to synchronize and integrate the commander's directed COA. This
wargame session should focus on refining the branches or contingencies to
the base plan and follow the formal wargame process as much as time
allows. Focus on the most critical events. You do not have time to wargame
the entire operation. When wargaming using the accelerated technique, the
commander's involvement is even more important. The staff should use the
box technique, focusing on actions at the objective or the engagement area.
If time permits, wargame other critical events as well. The staff must work to
support the commander's plan. However, as the staff works to refine the
plan, it cannot become so biased that it develops a plan that is infeasible and
insupportable.
If the staff determines that it cannot support the commander's
plan, then a new COA must be developed.

3-9

FM 34-8-2
TECHNIQUES:

If time permits, conduct a hasty wargame session during the COA
development step. Ensure you identify and develop branches to the
base plan.

Involve the commander. He must supervise the wargame session,
actively participate, make decisions, and provide guidance as required.

Use the box technique, focusing on the most critical event first.

DECISION:
When using the accelerated technique, a decision brief is not required
because only one COA was developed.
The only decision that may be
required is if the developed COA becomes unsuitable, infeasible, or
unacceptable.
If this occurs, another COA must be developed.
ADVANTAGES:

Requires less time.

Facilitates adaptation to a rapidly changing situation.

Allows commander to compensate for lack of a staff or an experienced staff.

DISADVANTAGES:
.

.
.

Significantly limits staff initiative and flexibility.
Very directive, explores only one friendly COA.
May result in only an oral order or FRAGO.

3-10

FM 34-8-2
CHAPTER 4
S2 OPERATIONS

CHECKLISTS

Intelligence operations will usually begin with a notice tasking statement.
CON PLANs, training, the N-Hour sequence, and the MDMP contribute to
mission readiness. The S2 can use the following checklists to monitor
intelligence readiness prior to receipt of a mission and subsequently to verify
preparations and facilitate mission planning.
The timelines

used could apply to any echelon.

Mission Checklist (Table 4-1).

N-Hour Critical Times (Table 4-2).

N-Hour Critical Actions List (Table 4-3).

Mission Planning Sequence (Table 4-4).

Reconnaissance Planning (Table 4-5).

4-1

FM 34-8-2
Table 4-1. Mission checklist.
Mission
Day
Minus

ACTION

A-28

Notify attachments to provide
updated access rosters prior to
A-Day.

REMARKS

Provide open access to national
and strategic databases.
Initiate verification
within battalion.

of clearances

Include sensitive positions and
RTOs.

Coordinate security briefings for
unit personnel.
Coordinate
briefings.

A-21

contingency

Include all OPSEC program
components and SAEDA program.

Verify access to intelligence
databases through division or
higher.

Disseminate hard copy products to
subordinate units.

Inspect unit areas and equipment
for physical security deficiencies.

Coordinate for support and access.
Check equipment compatibility.

Review section files.

Designate deployable and
noncfeployable records.

Obtain current TECHINT/User
Bulletins and DIA Top Ten
Equipment Acquisition list from
203d MI Bn (TECHINT).

Acquire information on disposition
directives from JCS and theater
commander.

Obtain higher HQ access roster.

Update as required throughout
mission cycle.

Coordinate security force
requirements with tasked units
and MP.
Identify linguists in unit or update
current file.

Provide list, crosscheck
data.

with S1

Provide updated list of telephone
numbers to be cut off at N+2 to
the S1.

A-14

Finalize security plans and
instructions.

Check guard/MP

A-8

Coordinate security requirements
for filler personnel.

Barrier material, lighting, container
seals, security of vehicle holding
area, motor pool, empty barracKs.

------------------------------------------------------------------

4-2

patrols.

FM 34-8-2
Table 4-1. Mission
Mission
Day
Minus

ACTION

A-8

Prepare DA Form 3964 for
classified material
transported with deploying
elements.

checklist

(continued).
REMARKS

Brief MI battalion LNO on
duties.

A-7

Finalize MI battalion
personnel and
equipment support list.

Ensure copy placed in
SDO book.

Update section alert
notification roster.
Continually monitor
intelligence WATCHCON
levels.

A-4

Check alert rosters in SDO
book and completion of all
unit OPSEC and SAEDA
briefings.

A-Day

Brief RDC on battalion
security plan.

EEFI material, handle
accordingly.

Issue guard instructions.
Provide access rosters to
rear detachment personnel,
higher and supported HQ.

4-3

FM 34-8-2
Table 4-2. N-Hour critical
N-Hou r

EVENT

N-Hour

Notify and assemble
Initiate telephone

times.
REMARKS

units.

control.

Initiate area security plan.
List questions for N+2 brief.

N+1:30

Prepare staff equipment to go to
staging area.
Maps, batteries, etc.

Verify basic load, load plans.

N+1:45

Depart for N+2 brief location.
Distribute updated access roster.
Secure battalion conference

N+2:00

room.

Present N+2 briefing.
Coordinate with CI to initiate
OPSEC plan; inspect battalion area
for physical security violations.

N+3:30

Present the intelligence

N+3:45

Confirm transfer of company arms
room keys to the rear detachment
S2 before departing to staging
area.

estimate.

Verify security clearances of attachments through supporting S2.

N+4:30

Sweep battalion area with CI
personnel.

N+5:00

Impose restrictions on incoming/
outgoing mail.

N+6:30

Issue OPORD at staging area.

N+8:00

Ensure rear detachment
on security.

When given proper authority.

is briefed

Provide latest intelligence update to
commander and staff. Have LNOs,
DS MI CDR attend.
NOTE:

Modify times depending

on mission requirements

4-4

and SOPs.

FM 34-8-2
Table 4-3. N-Hour critical

H-HOUR

actions

ACTION

ACTION OFFICER(S)

Mission Receipt
WARN Onnnnnnnnnnnnnnnnnnnnnn
Do I PB---n---n---n---n---nnn---n---n---nn

2
2
2
3
4
5
6
5
7
7
8
8
8
9
1°111213141415161717171819-

NOTE:

Mission Analysis
Brief Mission to CDR-nnnnnnnnnnnn--Initial CDR's Guidance
Do

list.

Coordinating

COAsnnnnn_nnnnn_nn_nnnnn_nn-

Staff IPB & COAsn---n---nnn---n---nnnn
Do Staff Estimatesnnnnnnnnnnnnnn--COA Analysis (wargaming)nnnnn---nn--Select Best COAnnnn---n---nnn---nnnn
Do DST _nn_nn_nn_nn_nn_nn_nn_n_nnn
Brief DST
Brief Selected COA---nnnnnnnnnnnn--CDR's Decision
WARNO Scouts/Patrols Reconnnnnnn--Mission Brief
OPORD Prep/Staff Coordnn---nnnnnn--Turn in OPORD Annex
Proof OPORD
Issue Targeting Overiaynnnnnnn---nnnn
Brief Scouts/Patrols Recon
nnnn---nn
officer/S3/ENG R/FSO/ ADA
Executi on Matri x
BOS Synchronization
Matrix-nn---nn---n
Maps/Charts P repnnnnnnnnnnnnnnnn
CDR's Map Updated---nnnn---nnn---n--0 PO R D Rehearsalnnn---nnn---nnn-----0 PO R D Briefi ngnnn---nnnnn---nnnnnn
Initial Backbrief
TF CDR Brief Higher HQ
Co/Bn CDR Backbrief
Rehearsalnnnnnnn---nnnnn---nnnnnn
nnnnnnnnnnnnnnnnn

nnnnnnnnn

Final INTEL Update
LD/LC

nn---nn

CD R, S2/S3
S2 (w/asst from ENGR,
Terrain, Weather, etc)

nnn

Staff

CDR, S2/S3
S2,S3
Unit Staff
CDRs, Unit Staff
S3, Selected Staff
S2/S3, FSO, ADA,
ENGR, SIG, CHEM
Selected Staff
S2/Asst S2/BICC
officer/S3
Unit Staff

FSO
S2/Asst S2/BICC

S3
Unit Staff
Unit Staff
S2/S3
XO,S3
XO
CDR, S2, S3
Unit Staff, CDR

These items are not listed in a definite order; some may not occur at all.

4-5

FM 34-8-2
Table 4-4. Mission planning sequence.
S2 ACTIONS UPON RECEIPT OF A MISSION:
1. Receive and analyze mission:
- Receive CDR's guidance and assist in development
- Understand CDR's intent.

of CDR's PIR.

2. Define the battlefield environment:
- Identify AO and AI.
- Identify battlefield characteristics that will influence friendly and threat
operations.
- Identify intelligence gaps.
- Develop preliminary IR.
- Identify specified and implied intelligence tasks:
- Specified: From OPORD Annex B, R&S Appendix, tasks to subordinate
units, MI task organization for combat, coordinating instructions, and
collection plan.
-Implied:
Mission dependent METT-T.
M-Mission
(CDR's intent, PIR, scheme of maneuver).
E -Enemy
(OB and IPB to develop collection IR).
T-Troops
(Organic and Higher Assets).
T-Terrain
and Weather (R&S asset LOS, LOCs, obstacles, weather
effects on system's collection ability).
T -Time
Available (Plan, Move, Operate, Report).
- Determine availability of organic/attached/supporting
intelligence assets.
3. Request support/information
from higher HQ if items/information are not
available organically:
of objectives, NAls.
- Maps/lmagery/sketches/blueprints
- Collection plan, asset available times and asset tracks.
- Weather - light data and climatic summary.
- Enemy OB aata.
- Terrain products (LOC/vegetation/CCM/MCOO/elevation/LOS/hydrology).
- Higher R&S plan.
- Determine R&S assets you and higher HQ will control (intelligence
architecture).
- Determine availability, coordinate intelligence support from non-MI systems
and organizations (AN/TPQ-36/37, OH-:;8D, FISTV, AN/TPS-25A,
AN/TPS-58B, Engr, Co/teams, Cavalry, chemical units).
- Obtain SOl; sign and countersign information through unit SIGO.
- Advise higher of your recommended PIR and expected intelligence gaps.
4. Distribute maps, imagery, and sketches (maintain accountability).
5. Brief staff on abbreviated

intelligence

estimate to assist their mission planning.

6. Issue WARNO to R&S assets.
7. Describe the battlefield's effects:
- Analyze terrain.
- OCOKA factors.
- Effect on friendly and enemy operations.
- Analyze weather effects on terrain, troops, equipment,
enemy operations.
------------------------------------------------------------------

4-6

and friendly and

FM 34-8-2
Table 4-4. Mission planning sequence (continued).
-----------------------------------------------------------------8. Assess other characteristics
- Politics.
- Population.
- Demographics.
- Social ethnic/Religion.
- Economic

of the battlefield (mission dependent):

9. Evaluate threat:
- Evaluate enemy OB, current disposition and strength, committed and
reinforcing units (maneuver, artillery, engineer, ADA, NBC, UW, air,
intelligence assets, smoke, E-O sensors) and current significant activities.
- Evaruate threat capabilities and tactics.
- Develop/refine intelligence database and threat models.
- Prepare doctrinal templates.
- Prepare threat critical event lists.
10. Determine ECOAs:
- Use doctrinal templates to develop event and situation templates (include all
forces that can affect mission completion), AAs and MCs.
- Identify enemy mission and intent.
- Determine (in simple terms) how the enemy sees us acting in this operation.
- Determine how the enemy IS currently disposed and what must be
accomplished to get from now to his desired end state, given that this
ECOA must account for our actions determined in 3 above.
- Determine enemy concept of the operation and subunit tasks. How will
each of the following contribute to accomplishing the intent determined in 2
above:

..
.

Maneuver.
RISTA.
FS.

Artillery/mortars/rockets.
* CAS.
* Aviation.
* NBC weapons.
* EA.
*Air defense - Recommend task organization for MI assets.
- Identify most likely and most dangerous ECOAs.
- Identify IR and NAls for each friendly COA identified; TAls with S3/FSO for
each COA.
- Develop HPTs for each friendly COA with S3/FSO.
- Assist in developing HVTs for each ECOA.
- Integrate EA into targeting.
- Determine BDA criteria (damage required for each target, a means to
determine damage).
- Finalize and prioritize PIR (obtain CDR's approval).
- Define indicators and SIR.
- Send WARNO on threat to subordinate units to facilitate planning.

11. Develop ISM:
- Tie to PIR/IR (include LTIOV).
- Include timeline, required decisions, decision criteria, SIR, collection assets.
- Plan for system cross-cue, back-up coverage.
- Ensure it answers CDR's requirements for intelligence, targeting, and BDA
in time to make decisions.

------------------------------------------------------------------

4-7

FM 34-8-2
Table 4-4. Mission planning sequence (continued) .
------------------------------------------------------------------ Participate in staff wargame of DST and targeting plan (as opposing CDR).
- Never hold MI assets in reserve.
12. Develop R&S plan and overlay to support DST (with support from
S3/FSO/ENGR/ ADO) (see Reconnaissance
Planning
below):
- Determine indicators, SIR, NAls, DPs, TAls.
- Ensure NAI/TAI support synchronization or R&S plan with fire plan and scheme
of maneuver.
- Identify intelligence gaps and request collection support from higher (RII).
- Develop communications plan/reporting schedule.
- Wargame R&S and collection plan.
- Update ISM, R&S, and/or collection plan.
- Receive, consolidate, and deconflict subordinate R&S plans and overlays.
- Consider "Reconnaissance
Fundamentals" [Maximum reconnaissance force
forward, orient on the location or movement of the reconnaissance objective,
report all information rapidly and accurately, retain freedom to maneuver, gain
and maintain enemy contact, develop the situation rapidly (FM 17-95).]
[(1) Tell the commanders what they need to know in
- Consider "R&S Principles"
time for them to act and (2) Do as much as possible ahead of time (FM 34-2-1 )].
RECONNAISSANCE

PLANNING

While the DMP for reconnaissance operations is conducted in the same manner as for
any other combat operation, the following steps will assist the reconnaissance planner
in ensuring that the unique features of reconnaissance operations are addressed.
Reconnaissance

Mission

Analysis

. Identify Reconnaissance Objectives. Reconnaissance mission analysis must
identify the objectives of the unit's reconnaissance effort. These objectives are
obtained from- PIR.
- DPs.
- HPTs/HVTs.
- Confirming Events. (These are enemy actions and counteractions that confirm
an ECOA and are determined by event analysis.)
The reconnaissance planner may determine that some of the above requirements
be accomplished by RFls to higher HQ, but all of those that are not must become
reconnaissance objectives.

may

. Identify Reconnaissance AO. Reconnaissance planners identify the area in which
reconnaissance forces will be operating, either specified by control measures such as
LOAs or CFLs or implied by the location of reconnaissance objectives.
. Restate Reconnaissance Missions. Once reconnaissance objectives have been
determined, the mission for each element of the unit reconnaissance force must be
determined from task analysis and stated as a subunit task. The task analysis
process-determining
specified, implied, and essential reconnaissance tasks and
Identifying limitations and constraints-is
described in FM 101-5. Reconnaissance
missions will be determined to be reconnaissance-in-force
or zone, area, route, or
force-oriented reconnaissance missions.
. Identify Available Reconnaissance Force. Reconnaissance planners must identify
the subunits that are available to execute the unit's reconnaissance effort and their
current and projected status.
------------------------------------------------------------------

4-8

FM 34-8-2
Table 4-4. Mission planning sequence (continued) .
-----------------------------------------------------------------. Identify Available Equipment. Reconnaissance planners must identify the
equipment available in an FMC status that will be used by elements of the
reconnaissance force to accomplish reconnaissance tasks.
RCOA Development
. Identify Required Reconnaissance Force. Reconnaissance planners must identify
the force required to accomplish the unit's reconnaissance objectives. The number
and type of elements involved will be based on the following:
- Number, type, location, and sequencing of reconnaissance objectives. Some
objectives will require constant surveillance. Some will be time-phased and
need only be observed for part of the battle. Some elements of the
reconnaissance force will be able to accomplish several reconnaissance
objectives.
- Type of reconnaissance mission. A route reconnaissance
element than a reconnaissance-in-force.

will require a different

- Strength, composition, and disposition of enemy security force. For each
element of the reconnaissance force, the decision will have to be made whether
it will have to infiltrate or penetrate the enemy security force. Infiltrations dictate
stealthy elements and techniques while penetrations will require the correct
reconnaissance force ratio.
. Identify Required Equipment. Each reconnaissance objective will require specific
reconnaissance equipment based on the following:
- Proximity of the reconnaissance element to the objective. What is the effective
observation range?
- Environmental conditions. What will be the impact of severe weather? Night?
- Signature provided by the target. Does it emit a signal? Heat? Does it need to
talk to anyone?
. Determine the Reconnaissance Scheme. The RCOA must ensure that all
reconnaissance objectives are addressed by elements of the reconnaissance force
that can provide the read on the objective required by the commander. The
reconnaissance force must therefore be in the right place, at the right time, and with
the right observation, communications, and force protection equipment. The RCOA
must deploy the reconnaissance force in depth to ensure that contact is not lost with
moving reconnaissance targets. It must identify reconnaissance objectives that
cannot be addressed so that RFls may be prepared or risk accepted. In developing
the RCOA, reconnaissance planners must answer the following questions:
- Are all PIR, HPT, DP, and confirming events addressed as reconnaissance
objectives or RFI?
- What role will other BOS/combat operations play in the reconnaissance
scheme?
FS (to include EA and SEAD for air insertions/extractions).

..
..
.
..
.

Air defense.

Mobility/counter-mobility.
CSS.
Deception.

OPSEC.
- How will this RCOAMaintain focus on the reconnaissance effort?
Gain andmaintain
contact with reconnaissance
Provide early warning?
- How will we ensure that reconnaissance
main effort?
------------------------------------------------------------------

4-9

operations

targets?
remain the bde/TF initial

FM 34-8-2
Table 4-4. Mission planning sequence (continued) .
------------------------------------------------------------------ What is the reconnaissance force's relationship with security force?
- How far forward will we conduct reconnaissance?
Is there a force in front of us?
What are the control measures?
- How will fire support be integrated into this RCOA?

. DetermineTaskOrganization,C 2
and its associated

equipment

Relationships.
Once the reconnaissance force
are determined, it must be task organized to accomplish

the RCOA in the most efficient manner. The C 2 structure must address unity of effort
by identifying the COR. The COR must have the control structure and authority to
direct the reconnaissance
force.
Reconnaissance operations often take place over
large distances and long periods of time where communications systems are subject
to attack. The communications plan will require careful attention to the use of
retransmitted teams and redundant systems.
. Identify Control Measures. While reconnaissance operations require the same
positive control measures as any other, some require special attention.
- LOA. This measure identifies the forward edge of the reconnaissance
battlespace and is usually associated with a CFL or FSCL.
- BHL. Reconnaissance forces operate throughout the unit's AO, but must be
able to coordinate the acceptance of reconnaissance targets entering their
battlespace with the unit to their front.
- TF Forward Boundary. In brigade operations there will often be a need to
identify a brigade zone forwara of the subordinate maneuver TFs.
. Determine CSS Requirements:
- Resupply: How often, by whom, where, how?
- CasEvac: By whom, how?
- Reconstitution:
From where will reconstituted reconnaissance
What are the priorities?
RCOA Analysis

forces come?

and Wargaming

. Key Events to Wargame During Analysis of an RCOA:
- Infiltration or penetration of the enemy security force.
- Insertion/extraction
methods.
- Backup communications plan.
- CasEvac operations.
- Change in reconnaissance objectives based on new information.
- Handover of reconnaissance target leaving reconnaissance unit's LOS or AO.
R&S Ten Keys To Success
1.
2.
3.
4.
5.
6.
7.

Commander's intent and CCIR drive R&S.
Support R&S early with integrated staff products.
Be adept at abbreviated IPB for Quick or Combat Decision Making Process.
S2 focus on the event template to capture the moving enemy.
S2 then provides situation template,
depicting enemy in the engagement area.
Use automation tools like ASAS to enhance products.
Deploy organic R&S assets early and request support from higher. Issue S3
FRAGO with S2 graphic overlay.
8. Provide continuous coverage throughout the depth of the battlefield.
9. Use all possible assets from national level to scouts.
10. Evaluate reporting and provide immediate and continuous feedback
to the
commander.
------------------------------------------------------------------

4-10

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