opcougar said:Just wondering if someone has or knows where to find a well put together template of the steps to writing a mission analysis statement? I am not asking about battle procedure steps, just mission analysis
Thx
To amplify what NFLD Sapper wrote up in here, because he has it, I'll just make some points.NFLD Sapper said:Mission Analysis
- Superior Commander's intent
- Higher Commander's concept of operations
- Assigned tasks ( the critical one will help to formulate the mission statement)
- Implied tasks
- Constraints (resources, time and space, etc)
- Has the situation changed?
- Clarification (if required)
- Mission statement (2-part, with the msn verb linked to the higher purpose)
Technoviking said:To amplify what NFLD Sapper wrote up in here, because he has it, I'll just make some points.
First, I personally find the best way to do this is on a white board, where you can scribble stuff down. Second, from each step NFLD Sapper wrote above, you should do your deductions to a point where you either have a task (write it down!) or it's not relevant to you (no longer consider it).
When you look "two up" at the Superior Commander's Intent (just his intent statement), pick out any RELEVANT details. Remember, you have yet to read his mission statement. But that's ok.
From the "one up" to the Higher Commander, look at the whole Concept of Ops (Intent, Scheme of Manoeuvre, Main Effort, End State), same as above.
The assigned tasks are simple (from groups and tasks), but the Implied tasks are a bit harder. These are the ones that you can pull out from the deductions.
Here's one thing that isn't really in the Mission Analysis: ask yourself what is my "KEY" task. What is the one thing that you must do in order to meet your higher commander's main effort or end state? What is the one thing that must be done? Nine times out of ten, this is your Mission.
Now, always ask "has the situation changed?" throughout the battle procedure or Operation Planning process. If the answer is "yes" and "My plan is therefore no longer valid", go back to step one. After you clarify with higher, naturally ;D
As for the mission statement, make them clear and concise, using NATO mission verbs. FYI: "Conduct" is not a mission verb. For example "8 Platoon will conduct a raid at grid X in order to blah blah blah". Use words like "Destroy", "Block", etc. The statement is in the form "(unit) will (mission verb) (place) (time, either "not before" or "no later than") in order to (higher intent, I find using the higher commander's mission here is pretty safe, 9 times out of 10).
As an example:
"8 Platoon will DESTROY enemy section at QQ 467 898 NLT 1800 tonight in order to set the conditions to CLEAR route HEART"
Assume that C Company's mission is to CLEAR route HEART for whatever reason, and that 8 platoon had the task to destroy an enemy section somewhere along that route.
Anyway, I've rambled enough. I hope that this helps, and doesn't hinder
When you receive orders, you will your Superior Commander's Intent in your boss' "Higher Commander's Concept of Operations". Just focus on the "Intent" part. Then, under your commander's Concept of Operations, that is your "Higher Commander's Concept of Operations".opcougar said:Thx guys, really appreciate it! Can you believe that nowhere online had anything as easily broken down like you guys have here?
One more question though, where can someone find the 1up and 2up intents in the orders? I know where to find the tasks, constraints and the rest, but those 2 throw me a loop and I get them mixed up.
NFLD Sapper said:Mission Analysis
- Superior Commander's intent
- Higher Commander's concept of operations
- Assigned tasks ( the critical one will help to formulate the mission statement)
- Implied tasks
- Constraints (resources, time and space, etc)
- Has the situation changed?
- Clarification (if required)
- Mission statement (2-part, with the msn verb linked to the higher purpose)
If you get the Mission Analysis correct, you are well on your way. If you bugger it up, chances are you will miss what tasks you must complete and perhaps even get the wrong mission statement. I think missing tasks (implied, especially) is the most critical. Anyway, I hope that this helps.After reading this thread, there seems to be much more to this particular step of battle procedure than I had previously thought.
1. ASSUMPTIONS. Assumptions are suppositions about the current and future situation that are assumed to be facts. List your assumptions.
a. To avoid unnecessary speculation, assumptions made by Higher HQs are considered to be facts unless otherwise directed. The Higher HQ is responsible to advise lower HQ when Higher Assumptions are no longer valid.
b. Your assumptions must pass the test of necessity and viability. Necessity – are they absolutely essential to allow you to continue planning. If planning could continue without a particular assumption, then it fails the necessity test. Viability – is the assumption likely to be true? Assuming that you would get sufficient helicopters to lift a battalion, when there are clearly not that many helicopters available to you, is an example of an assumption that is not viable.
c. Your Higher HQ should be advised of your assumptions. In some cases, they may approve or reject them.
d. Assumptions should be continuously re-evaluated and, when applying the OPP (TECHNOVIKING NOTE: "OPP" stands for "Operation Planning Process", which is similar to Battle Procedure, but employed by brigade and higher formations for collaborative planning), should be highlighted in the Information and Decision Briefs.
2. SUPERIOR COMMANDER’S INTENT. While you may cut and paste the text directly from your Superior (or two-up) Commander’s Mission Analysis or Order, you should also consider your role in the Superior Commander’s plan. How must your actions directly support this intent? It may form the unifying purpose of your Mission Statement. Mission Analysis is a thorough analysis of the Superior and Higher Orders to ensure complete understanding of the problem. It is a cognitive process that may be completed solely by a Commander or through a brainstorming session with advisors and staff. The aim of the Mission Analysis is to determine the nature of the problem and to confirm results that must be achieved. Analysis may indicate that the mission cannot be achieved.
a. Intent.
(1) Deductions.
3. HIGHER COMMANDER’S CONCEPT OF OPERATIONS. Again, while you may simply cut and paste the text directly from your Higher (or one-up) Commander’s Mission Analysis or Order, you should consider your role in the Higher Commander’s plan. This will likely also provide your unifying purpose in your Mission Statement.
a. Intent.
(1) Deductions.
b. Scheme of Manoeuvre.
(1) Deductions.
c. Main Effort.
(1) Deductions.
d. End-State.
(1) Deductions.
4. ASSIGNED TASKS. Normally copied directly from the Execution paragraph of the Higher Order. These are the explicitly stated tasks for your unit or formation.
a. Task.
(1) Deductions.
b. Task.
(1) Deductions.
5. IMPLIED TASKS. Implied tasks are other activities that must be carried out in order to achieve the mission, including the requirement to support the Superior or Higher Commander’s Main Effort. They are normally derived from analysis of the Superior Commander’s Intent and the Higher Commander’s Concept of Operations. In general, only those tasks that require the allocation of resources should be listed to avoid listing motherhood or SOP tasks. Inherent, routine or SOP tasks should not be included. A logical examination or comparison of the Assigned and Implied tasks should lead to an initial deduction of the critical activity or task that must be accomplished to achieve the mission. This is an Essential Task that may end up being your Mission or your Main Effort.
a. Task.
(1) Deduction.
b. Task.
(1) Deduction.
6. CONSTRAINTS AND RESTRAINTS. Constraints are events that restrict your freedom of action and are normally stated as a requirement to do something (ie. maintain a Reserve of a particular size). Restraints are prohibitions on actions and are normally stated as something that you cannot do (ie. no use of indirect fires in built-up areas). As Constraints and Restraints are commonly confused, as many Constraints can simply be re-worded as a Restraint, they are often simply referred to as Limitations. Limitations on force organization, manoeuvre, Rules of Engagement (ROE) and time are examples of Constraints or Restraints. They can be simply stated as “What must I do?” or “What can I not do?”. It is also important to noted “When do I need to decide to do something?”.
a. Constraint. (What must I do?)
(1) Deduction.
b. Constraint.
(1) Deduction.
c. Restraint. (What can I not do?)
(1) Deduction.
d. Restraint.
(1) Deduction.
7. CHANGES IN THE SITUATION. You should list elements of the current or future situation that, if changed, may result in one of the following. While initially completing you Mission Analysis, you may speculate on issues that may be listed here. Additionally, if the situation changes at any time (while you are planning or during execution of your plan), you should re-visit this section of your Mission Analysis
a. Mission confirmed and Plan (once you have completed your Estimate or OPP) is still valid.
b. Mission confirmed, but plan will have to be modified to deal with the change in the situation.
c. Mission no longer valid or achievable. In this case, you would have to start Mission Analysis again.
d. Some examples of items that you may list here are:
(1) The flanking unit that was to secure your RIGHT FLANK is no longer combat effective.
(2) Enemy exploitation forces have been launched early (when your Mission Analysis was based on your unit or formation defending against first echelon enemy forces).
8. POINTS FOR CLARIFICATION. List points that you have discovered in your analysis that you must clarify with your Higher Commander.
9. MISSION. Insert your mission statement here Refer to the SOH section on Mission Statements and Mission Verbs. Your Mission statement must include a task (the what?) and purpose (the why?):
ThainC said:The Cbt Est is a tool used for making decisions. It can be short, or it can be VERY lengthy (20+ pages, even at the Pl level).
At it's shortest, it can consist of merely a Courses of Action selection phase using COPPED to pick a COA during a hasty attack. At it's longest, it can be planned out for some time prior for a deliberate attack.
Your Msn Analysis is an entirely different beast, but is also the first step of an Estimate.
If you want, I've a number of documents that I can toss your way. Ranging from Hasty Atk Orders which you'll see a quick estimate in, to full out 20+ page Estimates. Also, I've a good 1 page Msn Analysis proforma you can use.
I've got a wee bit of experience with these... TEWT after TEWT with little to no sleep... You'd be SURPRISED what deductions you eventually start to come up with.
opcougar said:Also if anyone has a good template for the 15 step battle procedure, I'll really appreciate it if you can toss it my way.
Wonderbread said:mariomike, I think that Battleprocedure you've posted is outdated.
This one is less then a year old:
1) Recieve Warning Order
2) Conduct a quick time appreciation and map study
3) Move to and receive orders from higher
4) Conduct mission analysis
5) Issue initial warning order
6) Conduct a detailed time appreciation
7) Conduct a map study and prepare the plan
8) Prepare reconnaissance plan
9) Recce party conducts reconnaissance
10) Complete the remainder of the estimate and the plan
11) Issue a supplementary warning order
12) Prepare and issue orders
13) Co-ordinate activities and supervise rehearsals
14) Supervise deployment
15) Execute the mission
16) Conduct after action review