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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. ................................................. iv
CHAPTER 1 - G2/S2 ROLES AND MISSIONS. . . . . . . . . . . . . . . . . . . . . .. 1-1
Why You Need This Handbook. . . . . . . . . . . . . . . . . . . . .. 1-1
Purpose of This Handbook 1-1
CHAPTER 2 - FORCE PROJECTION. . . . . . . . . . . . . . . . . . . . . . . . . . . . .. 2-1
Force Projection Principles. . . . . . . . . . . . . . . . . . . . . . . .. 2-1
Intelligence Readiness. . . . . . . . . . . . . . . . . . . . . . . . . . .. 2-2
Indications and Warnings. . . . . . . . . . . . . . . . . . . . . . . . .. 2-5
Stages of Force Projection Operations. . . . . . . . . . . . . . .. 2-6
CHAPTER 3 - MILITARY DECISION-MAKING PROCESS (MDMP) 3-1
CHAPTER 4 - S2 OPERATIONS CHECKLISTS. . . . . . . . . . . . . . . . . . . . .. 4-1
APPENDIX A. UNIT INTELLIGENCE TRAINING CHECKLIST. . . . . . . . . .. A-1
APPENDIX B. INTELLIGENCE PREPARATION OF THE
BATTLEFIELD PRODUCTS. . . . . . . . . . . . . . . . . . . . . .. B-1
APPENDIX C. RECONNAISSANCE AND SURVEillANCE
PLANNING. ................................... C-1
APPENDIX D. PRIORITY INTELLIGENCE REQUIREMENTS,
INFORMATION REQUIREMENTS, AND
INDICATORS. ................................. D-1
APPENDIX E. GRAPHIC REPORT FORMATS. . . . . . . . . . . . . . . . . . . . . .. E-1
APPENDIX F. TARGETING. .................................... F-1
APPENDIXG. IEWSYSTEMS. .................................. G-O
APPENDIX H. MILITARY INTELLIGENCE UNITS AND
CAPABILITIES. ................................ H-1
APPENDIX I. INTELLIGENCE TRANSITION CHECKLIST. . . . . . . . . . . .. 1-1
APPENDIX J. INTELLIGENCE REFERENCE LIST. . . . . . . . . . . . . . . . . .. J-1
APPENDIX K. WEATHER ELEMENTS AND SUPPORT. . . . . . . . . . . . . . .. K-1
GLOSSARY. ............................................Glossary-1
REFERENCES. ....................................... References-1
DISTRIBUTION RESTRICTION: Approved for public release; distribution is unlimited.
FM 34-8-2
Table 1-1.
Table 4-1.
Table 4-2.
Table 4-3.
Table 4-4.
Table C-1.
Table F-1.
Table K-1.
Table K-2.
Table K-3.
Table K-4.
Table K-5.
Table K-6.
Table K-7.
Table K-8.
Table K-9.
Figure 2-1.
Figure B-1.
Figure B-2.
Figure B-3.
Figure B-4.
Figure B-5.
Figure B-6.
Figure B-7.
Figure B-8.
Figure B-9.
Figure B-1 O.
Figure B-11 .
Figure B-12.
Figure B-13.
Figure B-14.
Figure C-1.
LIST OF TABLES AND FIGURES Page
Collectionresources. ............................ 2-1
Missionchecklist. ............................... 4-2
N-Hourcriticaltimes. ............................ 4-4
N-Hour critical actions list. . . . . . . . . . . . . . . . . . . . . . . . .. 4-5
Mission planning sequence. . . . . . . . . . . . . . . . . . . . . . . .. 4-6
G2/S2 R&S responsibilities. . . . . . . . . . . . . . . . . . . . . . .. C-1
Bulk electric power supply. . . . . . . . . . . . . . . . . . . . . . . .. F-38
Weather effects from cloud ceilings. . . . . . . . . . . . . . . . .. K-13
Weather effects from reduced visibility. . . . . . . . . . . . . .. K-14
Weather effects from precipitation. . . . . . . . . . . . . . . . . .. K-17
Weather and environmental data elements
impacting Army systems and operations. . . . . . . . . . . . .. K-19
Windchillchart. ................................. K-21
Daily water consumption requirements
for three levels of activity. . . . . . . . . . . . . . . . . . . . . . . . .. K-23
Work time in hot weather operations. . . . . . . . . . . . . . . .. K-24
WBGT index (light work) K-24
Conversionfactors. ............................. 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
Situation template - depicts deployed enemy forces adjusted
for obstacles and terrain. . . . . . . . . . . . . . . . . . . . . . . . .. B-7
Decision support template. . . . . . . . . . . . . . . . . . . . . . . .. B-8
Partial BOS synchronization matrix. . . . . . . . . . . . . . . . .. B-9
Event template - considers COAs
of reinforcing or counterattacking forces. . . . . . . . . . . . .. B-9
Event template - depicts key events in each
threat COA B-10
Eventmatrix. .................................. B-11
Sample of an ADA-tailored IPB B-12
R&Splanningprocess. ........................... C-2
ii
Figure C-2.
Figure C-3.
Figure C-4.
Figure C-5.
Figure C-6.
Figure C-7.
Figure C-8.
Figure C-9.
Figure E-1.
Figure E-2.
Figure E-3.
Figure E-4.
Figure E-5.
Figure E-6.
Figure E-7.
Figure F-1.
Figure F-2.
Figure F-3.
Figure F-4.
Figure F-5.
Figure F-6.
Figure F-7.
Figure F-8.
Figure F-9.
Figure F-1 O.
Figure F-11 .
Figure F-12.
Figure H-1.
Figure H-2.
Figure H-3.
Figure H-4.
Figure H-5.
Figure K-1.
Figure K-2.
Figure K-3.
Figure K-4.
Figure K-5.
FM 34-8-2
Page
R&S planning considerations. . . . . . . . . . . . . . . . . . . . . .. C-6
Example of a brigade reconnaissance OPORD C-8
R&S overlay with instructions on acetate. . . . . . . . . . . . .. C-12
R&Staskingmatrix. ............................. C-15
Example of a GSR OPORD . . . . . . . . . . . . . . . . . . . . . . .. C-17
Sample IREMBASS employment OPORD . . . . . . . . . . . .. C-19
Sample patrol employment OPORD . . . . . . . . . . . . . . . . .. C-20
Sample debrief format. . . . . . . . . . . . . . . . . . . . . . . . . . .. C-21
GraphicINTSUM ................................ E-3
Threat unit locations and mission activities
(committed) .................................... E-4
Threat unit locations and mission activities
(uncommitted) .................................. E-5
Threat mission capabilities assessment. . . . . . . . . . . . . .. E-6
Threat problem area symbology. . . . . . . . . . . . . . . . . . .. E-7
Threat air activity symbology. . . . . . . . . . . . . . . . . . . . . .. E-8
Predicted threat activity timelines E-9
Functions of intelligence support to targeting. . . . . . . . . .. F-2
Targeting methodology. . . . . . . . . . . . . . . . . . . . . . . . . . .. F-3
Targeting checklist. ............................. F-3
The targeting process. . . . . . . . . . . . . . . . . . . . . . . . . . .. F-7
Example high-payoff target list. . . . . . . . . . . . . . . . . . . . .. F-9
Example target selection standards matrix. . . . . . . . . . .. F-10
Example attack guidance matrix. . . . . . . . . . . . . . . . . . .. F-13
BOS detection capabilities. . . . . . . . . . . . . . . . . . . . . . . .. F-17
Intelligence disciplines. . . . . . . . . . . . . . . . . . . . . . . . . . .. F-19
Deliver functions and responsibilities. . . . . . . . . . . . . . . .. F-22
BOAfunctions. ................................. F-27
CARVERtechniques. ............................ F-31
MI battalion (heavy division) H-1
MI Battalion (Light, Airborne, Air Assault Division) . . . . . .. H-2
CorpsMIBrigade. .............................. H-3
Organization, MI Detachment, Spt Co, SFG . . . . . . . . . . .. H-4
Organization, MI Detachment, Spt Co, SFB . . . . . . . . . . .. H-4
Common weather elements. . . . . . . . . . . . . . . . . . . . . . .. K-2
IPB weather overlay criteria. . . . . . . . . . . . . . . . . . . . . . .. K-4
Example of a weather forecast chart. . . . . . . . . . . . . . . .. K-9
Example of a weather impacts display chart. . . . . . . . . .. K-10
Critical weather factors. . . . . . . . . . . . . . . . . . . . . . . . . .. K-11
iii
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 85613-
6000.
This manual does not implement any ISAs. However, it complies with the
following STANAGs:
8 STANAG 2022, Intelligence Reports, Edition 8.
8 STANAG 2077, Order of Battle, Edition 5.
8 STANAG 2149, Intelligence Requests, Edition 5.
8 STANAG 2844, Counterintelligence Procedures, Edition 2.
8 STANAG 2936, Intelligence Doctrine, Edition 2.
8 ST ANAG 6010, Electronic Warfare in the Land Battle, Edition 1.
It also complies with QSTAG 593, Mutual Support Between EW Units; and
QST AG 1034, Intelligence Preparation of the Battlefield.
Unless specifically designated, all references to the intelligence officer at
corps, division, brigade, or battalion will be stated as S2.
Acronyms and brevity codes used in this manual are identified only in the
glossary.
Unless this publication states otherwise, masculine nouns and pronouns do
not refer exclusively to men.
iv
FM 34-8-2
Chapter 1
G2/S2 ROLES AND MISSIONS
IWHY YOU NEED THIS HANDBOOK
The G2/S2 must provide continuous intelligence and information for the commander to conduct operations and minimize risk.
Intelligence is the commander's decision making tool. The commander, who drives intelligence, does so for planning before
deployment, while enroute, and during operations and redeployment. The S2/NCO-
. Provides the commander timely and accurate intelligence, IPB, I&W, and vulnerability assessments for force protection,
targeting, and BDA.
. Makes decisive predictions on when and where an action will take place.
. 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.
IPURPOSE OF THIS HANDBOOK
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, which have always been performed at the brigade and
battalion levels. Three factors help to redefine traditional R&S planning:
. Top Down reporting.
. Bottom Up reporting.
. Digitization.
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 TA. (See FM 101-5 for G2/S2 responsibilities and
Table 1-1 for RIST A collection resources.)
Table 1-1. Collection resources
IEW
SIGINT
IMINT
HUMINT
CI
MASINT
TECHINT
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
IFORCE 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 and
applying the key principles shown in Figure 2-1.
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 DOWNWARDLY FLEXIBLE AND VERSATILE
Figure 2-1. Principles of force projection JEW operations.
. Technical limitations (e.g., ASAS, SIDS capability).
. Intelligence gaps with adequate specifics.
IINTELLIGENCE 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 is
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 include-
a Global security forecast.
a Battlefield development plans.
a Automated and hardcopy databases.
a Arms proliferation and military power studies related to the
weapons acquisition strategies and the overall military power and
potential of selected foreign military forces.
a TECHINT and User Bulletins.
a CIA World Fact Book and DIA country studies.
a Open source studies and articles.
a Other services.
IINDICATIONS 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 of
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 and information to the commander, staff, and
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 readiness steps according to pre-crisis I&W.
STAGES OF FORCE PROJECTION OPERATIONS
REMINDER: All phases of the intelligence cycle are being executed
continuously 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 for subsequent force
projection operations.
. 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 (IPB).
2-6
FM 34-8-2
. Ensure tactical tailoring or split-based operation planning is based on an
existing CONPLAN.
. Establish appropriate relationships; establish higher, lower, and lateral
liaisons if they are different.
. Continuously conduct and update CM and IEW synchronization planning.
-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 are linked to the CCIR and respond
in time to influence decisions and operations. 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.
aPlan imagery coverage for target nomination, validation, and PSA.
aRequire from collection assets, timelines for preplanned and dynamic collection
requests.
aPlan synchronization through all five steps of the intelligence cycle.
aEnsure each PIR is related to a specific operational decision. (See FM 34-2 and
FM 100-6.)
aPrepare an ISM and backward plan so collection production efforts are executed
with the operation; deliver focused intelligence to support operational decisions.
aCoordinate 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.
aPlan BOA requirements.
aRefine, manage, and update SOR. Monitor and maintain
synch ron ization.
2-7
FM 34-8-2
aAnticipate and initiate collection early against long lead-time requirements.
aEnsure CCIR process is continuous and the intelligence cycle and IEW
operations remain tied to the commander's decisions and concept of operations.
.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: These could include PSYOP and CA.
-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.
a 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.
a Plan the configuration, which can range from "briefcases" (Mini-
DISE) 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
a Plan whether the DISE will expand to a full ACE as lodgment
operations are completed or will disband once the mission is
accomplished.
a Plan situations in which the DISE will go directly to higher
headquarters for information without the home base's approval.
a Plan on requirements to support the DISE with 24-hour operations.
-158: This is the rear element of split-based operations that provides
processed and analyzed intelligence to the DISE.
a Plan the automation, communications capacity, and personnel
necessary to provide continuous intelligence requirements
management, collection, processing, and reporting.
a 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 capabilities of the JTF to include
the NIST if formed.
-Plan to use RC augmentation. Some examples are a mix of CI
agents, UA Vs, interrogators, and linguists.
a Transportation availability (aircraft or naval vessel) for deployment.
a Sustainability.
a Portability once deployed.
a 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 NIMA guidance.
-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 architecture (build redundancy when possible).
Remember to-
a Plan links to the JTF DISE, if formed, that complements the NIST.
(See FM 34-25-3 and FM 34-37).
a Ensure intelligence links provide the early entry commander vital
access to multisource Army and joint intelligence collection assets,
processing systems, and databases.
-Ensure collection is synchronized with production, and intelligence is
still synchronized with operations (specify reporting procedures and
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 assets are in theater to reduce the dependency upon strategic
2-10
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 to support the IPB process that will follow. Practice
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-
-Conduct threat and risk assessment.
-Consider elements of fratricide avoidance:
a Accurate target identification.
a Collateral weapon effects.
a Familiarity with supporting units.
a ROE.
-Consider elements of force protection:
a Information Warfare:
.. OPSEC.
.. Physical destruction.
.. PSYOP.
.. Deception.
.. EW.
a COMSEC.
a NBC.
2-11
FM 34-8-2
a Personnel security.
a Neutrality maintenance.
a Personal awareness.
a Sniper threat.
a Counterreconnaissance.
a 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 and operators on CI and MDCI
analysis.
a 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.
a Incorporate your MDCI analysis into the G2/J2 situation and
decision briefings and all planning (especially deception planning).
a Assign CI and MDCI sections appropriate missions and analytical
responsibilities, such as rear area threat analysis, and
continuously assess effectiveness.
-Identify potential countermeasures to deny the enemy access to
friendly critical areas.
-Identify and recommend actions to counter enemy intelligence
collection capabilities.
-Implement the following controls to support force projection:
a 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 to help the commander understand
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
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 are in place prior to
the scheduled arrival of parent commands.
-Deploy HUMINT forces into theater as early as possible.
-Contact HN or civil authority. (Contact CA units; see FM 41-10.)
-Contact other services.
-Contact lateral units.
-Coordinate with supporting 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, power, and logistical support for high
use or unique items.
. 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 criteria to evaluate the results of your collection
plan. Reassesses-
- "Push" versus "pull" requirements.
-Communications architecture.
-Reporting procedures and timelines.
-Crossover point in intelligence.
-Intelligence support to OPLANs and OPORDs, branches, and sequels
(to include planning follow-on forces).
WAR TERMINATION AND POSTCONFLICT OPERATIONS:
Upon cessation of hostilities or truce, deployed forces transition to a period of
postconflict operations.
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 that hostilities could resume.
. 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 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
. 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
MDMP in General Intelligence in the MDMP
-FM 101-5 is the doctrinal source. -MDMP is based on continuous IPB,
-The MDMP is a single, established, and especially initiallPB during mission
proven analytical technique. analysis.
-The commander must follow the one- -The commander drives intelligence;
third/two-thirds planning rule. IPB is an integrated staff function
-MDMP helps the commander and staff driven by the commander.
examine a battlefield situation and -Train your section to conduct IPB so
reach logical decisions. you can coordinate closely with other
-The commander can decide to use the staff and BOS representatives.
complete or abbreviated version. -You must understand how all the BOS
-Staffs should train on both the complete operate and how to integrate
and abbreviated versions. intelligence during planning, especially
-Incomplete execution of the MDMP is a within the targeting process lAW
recurring deficiency at the CTCs. FM 6-20-10.
-"Push" the staff to develop a robust and
integrated R&S plan.
Staff Estimates The Intelligence Estimate
-FM 101-5 provides a generic staff -The purpose, scope, and content of the
estimate. intelligence estimate changed with draft
-The generic staff estimate is the base of FM 101-5.
for the commander's operations, -The old intelligence estimate was a
personnel, intelligence, logistics, CMO, text-based product derived from IPB
communications, and special staff that focused on ECOAs, capabilities,
estimates. strengths, and vulnerabilities.
-These staff estimates are designed to -This old intelligence estimate is
form, analyze, compare, and functionally replaced by IPB products.
recommend friendly COAs. -A standard staff estimate prepared by
-Staff estimates are continuous, must the G2/S2 is the new intelligence
not be overly time consuming, and do estimate-it is radically different.
not have to be a written product (time -The new intelligence estimate focuses
dependent). on the G2/S2's ability to support
-The wargame results and staff friendly COAs and is used to compare
estimates help the staff compare and approve friendly COAs.
COAs.
FM 34-8-2
Ch apter
3
MILITARY DECISION-MAKING PROCESS (MDMP)
3-1
Step 1: Receipt of Mission Intelligence in Step 1
-The mission comes from higher -Collaborate with your higher G2/S2
headquarters or is derived from an before and during receipt of mission to
ongoing mission. facilitate the initiallPB.
-On receipt of a new mission, the G3/S3 -As part of the initial assessment, look for
issues a WARNO to the staff. gaps in your intelligence database and
-The staff immediately prepares for products.
mission analysis (SOP preparation). -Proactively requesVprepare terrain
-Immediately the commander and staff do products, weather, light, and climatology
a quick initial assessment with emphasis data; update the MCOO and doctrinal
on an initial allocation of available time. templates; maintain the enemy situation.
-The commander issues his initial -Focus on the initial time allocation
guidance, and the G3/S3 issues a (complete or full MDMP), R&S guidance,
WARNO to subordinate units. and any additional tasks or focus from
the commander's initial guidance.
-Establish/verify an IHL.
Step 2: Mission Analysis Intelligence in Step 2
1. Analyze the higher HQ order. (If .Intelligence and intelligence-related
confused by or you disagree with it, products:
seek immediate clarification or IAI.
resolution.) IInitial PIR (from the commander.)
2. Conduct initiallPB. IInitial OPSEC vulnerabilities and
3. Determine specified, implied, and EEFI.*
essential tasks. (It is important to IMCOO and terrain as described by
understand specific requirements for OCOKA and its effects.
each task.) IAssumptions (include enemy
4. Determine the AI. mission, objectives, threat BOS
5. Review available assets. (The staff activities).
must identify additional resources IOther elements of the battlefield.
needed to ensure the mission's ISituation templates (unrefined).
success.) IEvent templates and matrices
6. Determine constraints (normally found (unrefined).
in the scheme of maneuver, concept of ICenter/centers of gravity.
the operation, and coordinating IHVTs.
instructions). IThe IPB portion of the mission
7. Identify critical facts and assumptions. analysis brief and associated
(List all appropriate assumptions from graphics (OB, weaknesses and
higher; state relevant conditions over peculiarities, activities and
which the commander has no control.) capabilities, and COAs).
8. Conduct risk assessment. ICollection plan (initial, G2 only).
9. Determine initial CCIR. (Limit to 10 or
less.)
FM 34-8-2
3-2
10. Determine the initial reconnaissance IThe R&S plan (initial plan that starts
plan. (The resulting R&S annex sets R&S operations) and associated
reconnaissance in motion.) FRAGOs or WARNOs.
11. Plan use of available time. (The IIntelligence estimate (initial).
commander and staff refine initial plan -These products are used to write Annex
for use of available time.) B to the OPORD or OPLAN and as the
12. Write the restated mission. Who, what, foundation for the DST* later in the
when, where, and why. MDMP.
13. Conduct mission analysis briefing. -Based on mission analysis, request
(Given to commander and staff. The information or intelligence based on
briefing is critical to ensure a thorough intelligence gaps.
understanding of planning.) -Develop as many ECOAs as time will
14. Approve the restated mission. allow.
15. Develop the initial commander's intent. -Your higher HQ OPORD, OPLAN, and/or
A clear, concise statement of what the Annex B will task your unit to perform
force must do regarding the enemy, certain collection or R&S tasks.
terrain, and desired end-state. -Start the subsequent steps of CM &
16. Issue the commander's guidance. This intelligence synchronization (FM 34-2) to
provides additional guidance to focus support the initial collection plan (at a
staff planning. minimum SII, SIR, and SOR).
17. Issue a WARNO. -The R&S plan is a coordinated staff effort
18. Review facts and assumptions. When that must include FS, MEDEVAC, and
facts or assumptions change, the CON PLANs (e.g., what the brigade does
commander and staff must assess their if 2 key scout sections are destroyed).
impact. -The MI Bn/DS MI Co participates in
mission analysis and briefs the collection
status and capabilities.
Step 3: COA Development Intelligence in Step 3
1. Analyze relative combat power. See -Intelligence and intelligence-related
FM 34-130 for estimating relative-force products:
ratios. ISituation templates (refined and
2. Generate options. Goal is to develop prioritized).
COAs for every feasible ECOA; IEvent templates and matrices
however, the commander usually limits (refined).
that option with his guidance. IEWTL (initial). *
3. Array initial forces. Identify number of -Ensure the G3/S3 uses the IPB facts,
units needed and operational methods; assumptions, and products developed
develop a knowledge base to help during mission analysis and
make decisions. subsequently refined.
4. Develop the scheme of maneuver. -Work with the entire staff to ensure that
5. Assign headquarters. This creates the friendly COAs take advantage of the
task organization. environment and threat situation. *
FM 34-8-2
3-3
6. Prepare COA statements and sketches. -Key on threat vulnerabilities.
-The G3/S3 uses appropriate media to -Your input is critical in analyzing relative
clearly portray how unit will accomplish combat power.
the mission (e.g., scheme of maneuver). -Do not forget to support deception
planning (when appropriate).
Step 4: COA Analysis (Wargme) Intelligence in Step 4
1. Gather the tools. -Intelligence and intelligence-related
2. List all friendly forces. products:
3. List known assumptions. IPIR with LTIOV (refined).
4. List known critical events and DPs; IHPTs.
include an HVTL list. IConfirmation of the enemy center/
5. Determine evaluation criteria. centers of gravity.
6. Select the wargame method. ISituation templates (final).
7. Select a method to record and display ISome force protection issues (e.g.,
results. NBC vulnerabilities).
8. Wargame the battle and assess results. IEWTL (refined). *
-The wargame is a critical and -You wear both a "red" and "blue" hat in
disciplined process used to visualize wargaming.
the flow of battle. -As the enemy commander you project
-The commander selects the order of enemy actions or reactions, develop
comparison of threat to friendly COAs. DPs, and project enemy losses.
-The staff must evaluate the need for -During the wargame you must address
branches and sequels. all relevant enemy BOS capabilities.
-When technically possible, the staff -As the friendly G2/S2, you identify IR
should capture as much of the and NAls; refine the situation template;
wargame on ATCCS as possible; and participate in the targeting
otherwise, use a wargame worksheet conference.
or ISM. -Ensure the G3/S3 honestly portrays
-These wargame results are key to friendly capabilities during the
developing DSTs and BOS synch wargame. *
matrix. -Work with entire staff to ensure friendly
-Use the action, reaction, counteraction COAs take advantage of environment
method (consider at a minimum and threat situation.
maneuver, FS, mobility, counter- -Ensure HPTs, AGMs, and TSS support
mobility, survivability, and IEW). the operation. *
-The staff should track force ratios -The AGM is approved by the
throughout the wargame. 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
3-4
-The MI Bn/DS MI Co commander and
collection manager are important
players at the wargame.
Step 5: COA Comparison Intelligence in Step 5
-Used to identify COA that has highest -Intelligence product:
probability of success. IIntelligence estimate (final).
-Staff may use any technique; the -Ensure you playa key role during this
decision matrix is the most common. step.
-Staff gets its criteria from the
commander (e.g., the principles of war
or tenets of Army operations).
Step 6: COA Approval Intelligence in Step 6
-If the commander modifies a proposed -Intelligence and intelligence-related
COA or gives the staff a new COA, products:
staff must wargame that COA. IPIR with l TIOV (approved).
IDST (an integrated staff product).
IBOS synch matrix. *
IISM.
IEvent templates and matrices (final).
IThe R&S plan (final). *
ICollection 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.
Step 7: Orders Production Intelligence in Step 7
-Based on the commander's decision -Intelligence and intelligence-related
and final guidance. products:
IOPORD or OPlAN Annexes B
(Intelligence), l (R&S), P (C2W)*,
Q (OPSEC)*, S (Deception)*, and
T(EW).*
* The G2 participates in developing the products but is not the proponent.
FM 34-8-2
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 may be used when one or more of the following
conditions apply:
. Commander has a staff available to assist him in developing the plan,
but little time to use a more formal process.
. 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
t
STAFF ACTIONS
.r."""'1~.:1:::ItI:I~'j:l t.l
~
COMMANDER'S ACTIONS
Mission Analysis Restated 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 guidance
after the mission analysis may not be the most appropriate time.
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, and very specific
guidance to the staff.
TECHNIQUES:
3-8
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. Well-
developed 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 and staff must rapidly conduct the COA analysis
process.
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
A-28
A-21
A-14
A-8
ACTION
Notify attachments to provide
updated access rosters prior to
A-Day.
Provide open access to national
and strategic databases.
Initiate verification of clearances
within battalion.
Coordinate security briefings for
unit personnel.
Coordinate contingency AI
briefings.
Verify access to intelligence
databases through division or
higher.
Inspect unit areas and equipment
for physical security deficiencies.
Review section files.
Obtain current TECHINT/User
Bulletins and DIA Top Ten
Equipment Acquisition list from
203d MI Bn (TECHINT).
Obtain higher HQ access roster.
Coordinate security force
requirements with tasked units
and MP.
Identify linguists in unit or update
current file.
Provide updated list of telephone
numbers to be cut off at N+2 to
the S1.
Finalize security plans and
instructions.
Coordinate security requirements
for filler personnel.
REMARKS
Include sensitive positions and
RTOs.
Include all OPSEC program
components and SAEDA program.
Disseminate hard copy products to
subordinate units.
Coordinate for support and access.
Check equipment compatibility.
Designate deployable and
noncfeployable records.
Acquire information on disposition
directives from JCS and theater
commander.
Update as required throughout
mission cycle.
Provide list, crosscheck with S1
data.
Check guard/MP patrols.
Barrier material, lighting, container
seals, security of vehicle holding
area, motor pool, empty barracKs.
------------------------------------------------------------------
4-2
Table 4-1. Mission checklist (continued).
FM 34-8-2
Mission
Day
Minus
A-8
A-7
A-4
A-Day
ACTION REMARKS
Prepare DA Form 3964 for
classified material
transported with deploying
elements.
Brief MI battalion LNO on
duties.
Finalize MI battalion
personnel and
equipment support list.
Ensure copy placed in
SDO book.
Update section alert
notification roster.
Continually monitor
intelligence WATCHCON
levels.
Check alert rosters in SDO
book and completion of all
unit OPSEC and SAEDA
briefings.
Brief RDC on battalion
security plan.
Issue guard instructions.
EEFI material, handle
accordingly.
Provide access rosters to
rear detachment personnel,
higher and supported HQ.
4-3
FM 34-8-2
EVENT
Table 4-2. N-Hour critical times.
REMARKS
N-Hou r
N-Hour
N+1:30
N+1:45
N+2:00
N+3:30
N+3:45
N+4:30
N+5:00
N+6:30
N+8:00
Notify and assemble units.
Initiate telephone control.
Initiate area security plan.
List questions for N+2 brief.
Prepare staff equipment to go to
staging area.
Verify basic load, load plans.
Depart for N+2 brief location.
Distribute updated access roster.
Secure battalion conference room.
Present N+2 briefing.
Coordinate with CI to initiate
OPSEC plan; inspect battalion area
for physical security violations.
Present the intelligence estimate.
Confirm transfer of company arms
room keys to the rear detachment
S2 before departing to staging
area.
Verify security clearances of attach-
ments through supporting S2.
Sweep battalion area with CI
personnel.
Impose restrictions on incoming/
outgoing mail.
Issue OPORD at staging area.
Ensure rear detachment is briefed
on security.
Provide latest intelligence update to
commander and staff. Have LNOs,
DS MI CDR attend.
Maps, batteries, etc.
When given proper authority.
NOTE: Modify times depending on mission requirements and SOPs.
4-4
Table 4-3. N-Hour critical actions list.
FM 34-8-2
H-HOUR
2
2
2
3
4
5
6
5
7
7
8
8
8
9
1°-
11-
12-
13-
14-
14-
15-
16-
17-
17-
17-
18-
19-
ACTION ACTION OFFICER(S)
Mission Receipt
WARN Onnnnnnnnnnnnnnnnnnnnnn CD R, S2/S3
Do IPB---n---n---n---n---nnn---n---n---nn S2 (w/asst from ENGR,
Terrain, Weather, etc)
Mission Analysis
Brief Mission to CDR-nnnnnnnnnnnn---
Initial CDR's Guidance
Do 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
Coordinating Staff
CDR, S2/S3
S2,S3
Unit Staff
CDRs, Unit Staff
S3, Selected Staff
S2/S3, FSO, ADA,
ENGR, SIG, CHEM
Brief DST
Brief Selected COA---nnnnnnnnnnnn--- Selected Staff
CDR's Decision
WARNO Scouts/Patrols Reconnnnnnn--- S2/Asst S2/BICC
officer/S3
Mission Brief
OPORD Prep/Staff Coordnn---nnnnnn--- Unit Staff
Turn in OPORD Annex
Proof OPORD
Issue Targeting Overiaynnnnnnn---nnnn FSO
Brief Scouts/Patrols Recon nnnn---nn S2/Asst S2/BICC
officer/S3/ENG R/FSO/ ADA
Executi on Matri xnnnnnnnnnnnnnnnnn
BOS Synchronization Matrix-nn---nn---n
Maps/Charts Prepnnnnnnnnnnnnnnnn
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 nnnnnnnnn CDR, S2, S3
Co/Bn CDR Backbrief
Rehearsalnnnnnnn---nnnnn---nnnnnn Unit Staff, CDR
Final INTEL Update nn---nn nnn S2
LD/LC
S3
Unit Staff
Unit Staff
S2/S3
XO,S3
XO
NOTE: 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 of CDR's PIR.
- Understand CDR's intent.
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:
-Maps/lmagery/sketches/blueprints of objectives, NAls.
- 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, and friendly and
enemy operations.
------------------------------------------------------------------
4-6
FM 34-8-2
Table 4-4. Mission planning sequence (continued).
------------------------------------------------------------------
8. Assess other characteristics of the battlefield (mission dependent):
- Politics.
-Population.
-Demographics.
- Social ethnic/Religion.
- Economic
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).]
- Consider "R&S Principles" [(1) Tell the commanders what they need to know in
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 may
be accomplished by RFls to higher HQ, but all of those that are not must become
reconnaissance objectives.
. 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 will require a different
element than a reconnaissance-in-force.
-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 RCOA-
.Maintain focus on the reconnaissance effort?
.Gain andmaintain contact with reconnaissance targets?
.Provide early warning?
- How will we ensure that reconnaissance operations remain the bde/TF initial
main effort?
------------------------------------------------------------------
4-9
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?
. DetermineTask Organization,C2Relationships. Once the reconnaissance force
and its associated equipment are determined, it must be task organized to accomplish
the RCOA in the most efficient manner. The C 2structure 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 forces come?
What are the priorities?
RCOA Analysis 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. Commander's intent and CCIR drive R&S.
2. Support R&S early with integrated staff products.
3. Be adept at abbreviated IPB for Quick or Combat Decision Making Process.
4. S2 focus on the event template to capture the moving enemy.
5. S2 then provides situation template, depicting enemy in the engagement area.
6. Use automation tools like ASAS to enhance products.
7. 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.
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4-10

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