Military Decision Making Process (MDMP) : Cpt. Assist. Prof. Phd. Alin CÎRDEI

Military Leadership
Military Decision Making

Process (MDMP)
Cpt. assist. prof. phd. Alin CÎRDEI

Email: cirdei_alin@yahoo.com
This material has been financed by the European Commission

1
in the frame of the Erasmus+ Programme
Contents
• The relationship between TLP and MDMP

• The MDMP steps
• Main activities during the MDMP
• MDMP under time pressure

2
Decision?
Uncertainty
Time pressure
Risk level
Quick reaction
STANDARDIZATION
3
TLP
Troop leading procedures are a dynamic process used by small-unit leaders to analyze a
mission, develop a plan and prepare for an operation.
Why to use TLP?
TLP enable leaders to maximize available planning time while developing effective plans and preparing their units for an
operation.

4
KEY POINTS
Troop leading procedures provide small-unit leaders with a framework for planning and preparing for operations.
Leaders of company and smaller units use troop leading
procedures to develop plans and orders.
Troop leading procedures extend the military decisionmaking process (MDMP) to the small-unit level.
The MDMP and troop leading procedures (TLP) are similar but not identical.
Commanders with a coordinating staff use the MDMP as their primary planning process.
Company-level and smaller units lack formal staffs and use TLP to plan and prepare for operations.

5
TLP STEPS
Step 1 – Receive the mission.

Step 2 – Issue a warning order.
Step 3 – Make a tentative plan.
Step 4 – Initiate movement.
Step 5 – Conduct reconnaissance.
Step 6 – Complete the plan.
Step 7 – Issue the order.
Step 8 – Supervise and refine.

6
Battalion Company Platoon
MDMP TLP TLP
Receipt of Receipt of Receipt of
Mission Mission Mission
WARNO
Mission Issue a Issue a
Analysis WARNO WARNO
WARNO
Make a Make a
COA tentative plan tentative plan
Development
Initiate Initiate
COA movement movement
Analysis
Conduct
Conduct recconnaissance
COA recconnaissance
comparison
Complete the
COA Complete the
plan
Approval plan
WARNO
Issue the Issue the
Order
Production OPORD OPORD
OPORD
Supervise and refine
7
THE MILITARY
DECISIONMAKING PROCESS
The military decisionmaking process is an iterative planning methodology that integrates the activities
of the commander, staff, subordinate headquarters and other partners to:
-understand the situation and mission,
-develop and compare courses of action,
-decide on a course of action that best accomplishes the mission,
-produce an operation plan or order for execution.

8
The military decisionmaking process (MDMP) helps leaders apply thoroughness, clarity, sound judgment, logic,
and professional knowledge to understand situations, develop options to solve problems and reach decisions.
This process helps commanders, staffs, and others think critically and creatively while planning.
The MDMP facilitates collaborative planning.

9
KEY INPUTS KEY OUTPUTS
Higher HQ plan or Receipt of Commander’s initial guidance
order or a new mission Mission Initial allocation of time
anticipated by the
commander
WARNO Problem statement
Higher HQ plan or order Mission statement
Higher HQ intelligence Initial commander’s intent
products Mission Initial planning guidance
Knowledge products from Initial CCIR and EEFI
Analysis
other organisations Updated IPB and running
Design concept estimates
WARNO Assumptions
Mission statement
Initial commander’s intent COA statements and
Initial planning guidance COA sketches
Initial CCIR and EEFI Development Tentative task organisation
Updated IPB and running Broad concept of operation
estimates Revised planning guidance
Assumptions Updated assumptions
Updated running estimates Refined COA’s

Revised planning guidance Potential decision points
COA War-game results
COA statements and
Analysis Initial assessment measures
sketches
Updated assumptions Updated assumptions
10
KEY INPUTS KEY OUTPUTS
Updated running
Updated running estimates
estimates
COA Evaluated COA’s
Refined COA’s
Recommended COA
Evaluation criteria comparison Updated assumptions
War-game results
Updated assumptions
Updated running estimates Commander selected COA

Evaluated COA’s COA Refined commander’s intent,
Recommended COA approval CCIR, EEFI
Updated assumptions Updated assumptions
WARNO
Commander selected COA

Refined commander’s intent, Orders Approved operation plan or
CCIR, EEFI production order
Updated assumptions

11
Tactical factors

12
Battalion
MDMP
Receipt of
Mission
WARNO
Mission
Analysis
WARNO
COA
Development
COA
Analysis
COA
comparison
COA
Approval
WARNO
Order
Production
13
OPORD
STEP 1 – RECEIPT OF MISSION
Commanders initiate the MDMP upon receipt or in anticipation of a mission.
This step alerts all participants of the pending planning requirements, enabling them to determine the amount
of time available for planning and preparation and decide on a planning approach, including guidance on
design and how to abbreviate the MDMP, if required.

14
STEP 1 – MAIN ACTIVITIES
Alert the Staff and Other Key Participants

Gather the Tools
Update Running Estimates
Conduct Initial Assessment
Issue the Commander’s Initial Guidance
Issue the Initial Warning Order
WARNO includes at a minimum the type of

operation, the general location of the operation, the
initial timeline and any movement or reconnaissance
to initiate

15
COMMANDER’S INITIAL
GUIDANCE
- Initial time allocations.

- A decision to initiate design or go straight into the MDMP.
- How to abbreviate the MDMP, if required.
- Necessary coordination to exchange liaison officers.
- Authorized movements and initiation of any reconnaissance and surveillance.
- Collaborative planning times and locations.
- Initial information requirements.
- Additional staff tasks.

16
STEP 1 – RECEIPT OF THE MISSION
Main activities
-Alert the Staff and
other Key
Participants
-Gather the tools
Inputs Outputs
-Update running
- Higher HQ’s plan or -Commander’s initial
estimates
order or a new guidance;
-Conduct initial
mission anticipated -Initial allocation of
assessment
by the commander time.
-Issue the
Commander’s Initial
Guidance
-Issue the initial
Warning Order
WARNO 1
17
Battalion
MDMP
Receipt of
Mission
WARNO
Mission
Analysis
WARNO
COA
Development
COA
Analysis
COA
comparison
COA
Approval
WARNO
Order
Production
18
OPORD
STEP 2 – MISSION ANALYSIS
Commanders gather, analyze, and synthesize information to orient themselves on the

current conditions of the operational environment.
The commander and staff conduct mission analysis to better understand the situation
and problem and identify what the command must accomplish, when and where it
must be done and most importantly why — the purpose of the operation.
Mission analysis is the most important step in the MDMP

19
STEP 2 – MAIN ACTIVITIES
An essential
task is a specified or implied task that
must be executed to accomplish the
mission. Essential tasks are
always included in the unit’s mission
statement.
An implied task is a task that must be
performed to accomplish a specified
Analyze the Higher Headquarters’ Plan or Order
task or mission but
Perform Initial Intelligence Preparation of the Battlefield
is not stated in the higher headquarters’
A constraint is a
Determine Specified, Implied, and Essential Tasks
Review Available Assets and Identify Resource Shortfalls
Determine Constraints
order
Paragraphs 2
restriction placed on the command by a
Identify Critical Facts and Develop Assumptions
Begin Composite Risk Management
higher command. A constraint dictates and 3 of the higher headquarters’ order or
Develop Initial Commander’s Critical Information Requirements and Essential Elements of Friendly Information
an action or inaction, plan state specified tasks. Some tasks may

Develop Initial Reconnaissance and Surveillance Synchronization Tools
Develop Initial Reconnaissance and Surveillance Plan
thus restricting the freedom of action of be in paragraphs 4

Update Plan for the Use of Available Time
a subordinate commander. Constraints A specified task is a task specifically

are found in assigned
This material has tobyatheunit
been financed by its
European higher
Commission
20
paragraph 3 of the OPLAN or OPORD. headquarters
STEP 2 – MISSION ANALYSIS
Main activities
- Analyze the Higher Headquarters’ -ThePlan or
approved mission
Order; Outputs
statement.
-Problem
- Perform Initial Intelligence Preparation of
-The commander’s intent.
Inputs statement;
the Battlefield; -Changes to task
-Commander’s -Mission
- Determine Specified, A Implied,
problem and
statement Essential
organization.
is the description of
initial statement;
Tasks; the primary issue -The unit area
or issues thatofmay
guidance; -Initial
- Review Availableimpede Assetscommanders
and Identify -from achieving
operations (sketch, their
-Higher HQ’s commander’s
Resource Shortfalls desired end states. overlay or some other
plan or order; intent;
- Determine Constraints; description).
-Higher HQ’s -Initial
- Identify Critical Facts and Develop -CCIRs and EEFIs.
intelligence planning
Assumptions; -Risk guidance.
products; guidance;
- Begin Composite Risk Management; - Priorities by warfighting
-Knowledge -Initial CCIR
- Develop Initial CCIR and EEFI; functions.
products from and EEFI,
- Develop Initial Reconnaissance -and Military deception
other -Updated IPB
Surveillance Synchronization Tools; guidance.
organizations; and running
- Develop Initial Reconnaissance -and Essential stability tasks.
-Army estimates;
Surveillance Plan; -Initial information
doctrine. -Assumptions;
-Update Plan for the Use of Available Time;plan.
collection
-Present the MAB; -Evaluation
-Specific priorities.
-Develop COA evaluation criteria.-Updated operational criteria for
COA’s
timeline.
inWARNO
the frame of 2 -Movements.
the Erasmus+ Programme
21
MISSION ANALYSIS BRIEFING
The mission analysis briefing informs the commander of the results of the staff’s analysis of the
situation.
It helps the commander understand, visualize, and describe the operation.

22
MAB
-Mission and commander’s intent of the headquarters two
echelons up.
-Mission, commander’s intent, and concept of operations of the
headquarters one echelon up.
-A proposed problem statement.
-A proposed mission statement.
-Review of the commander’s initial guidance.
-Initial IPB products, including civil considerations that impact the
conduct of operations.
-Specified, implied, and essential tasks.
-Pertinent facts and assumptions.
-Constraints.
-Forces available and resource shortfalls.
-Initial risk assessment.
-Proposed themes and messages.
-Proposed CCIRs and EEFIs.
-Initial information collection plan.
-Recommended timeline.
-Recommended collaborative planning sessions.
23
Battalion
MDMP
Receipt of
Mission
WARNO
Mission
Analysis
WARNO
COA
Development
COA
Analysis
COA
comparison
COA
Approval
WARNO
Order
Production
24
OPORD
STEP 3 – COA DEVELOPMENT
A COA is a broad potential solution to an identified problem.
The COA development step generates options for follow-on analysis and comparison that satisfy the
commander’s intent and planning guidance.
During COA development, planners use the problem statement, mission statement, commander’s intent,
planning guidance, and various knowledge products developed during mission analysis.

25
COA
Feasible.
Acceptable.
Suitable.
Distinguishable.
Complete.

26
COA
Feasible.
The COA can accomplish the mission within the established time, space, and resource limitations.
Acceptable.
The COA must balance cost and risk with the advantage gained.
Suitable.
The COA can accomplish the mission within the commander’s intent and planning guidance.
Distinguishable.
Each COA must differ significantly from the others (such as scheme of maneuver, lines of effort, phasing, use of the reserve, and task organization).
Complete.

27
STEP 3 – COA DEVELOPMENT
Inputs Main activities Outputs

-Mission statement; -Assess relative combat power; -COA statements
-Initial -Generate options; and sketches;
commander’s -Array forces; -Tentative task
intent; -Develop a broad concept; organization;
-Commander’s -Assign HQ’s; -Broad concept of
planning guidance; -Develop COA statements and operations;
-CCIR and EEFI; sketches; -Revised planning
-Updated IPB; -Conduct COA briefing; guidance;
-Assumptions; -Select or modify COA’s for -Updated
-Evaluation criteria continued analysis. assumptions.
for COA’s.
The commander may create a new COA by

incorporating elements of one or more COAs developed
by the staff This material has been financed by the European Commission
28
Combat power is the total means of destructive, constructive, and information capabilities that a military unit or formation can apply at a
given time.
Combat power is the effect created by combining the elements of intelligence, movement and maneuver, fires, sustainment, protection,
mission command, information, and leadership.
The goal is to generate overwhelming combat power to accomplish the mission at minimal cost.

Planners compare friendly strengths against enemy weaknesses, and vice versa, for each element of combat power. 29
Array forces
Mission Position Ratio
Delay 1:6
Defend Prepared and fortified 1:3
Defend Hasty 1:2.5
Attack Prepared or fortified 3:1
Attack Hasty 2.5:1
Counterattack Flank 1:1
The initial array identifies the total number of units

needed and identifies possible methods of dealing
with the enemy and stability tasks.
30
THE COA SKETCH
-The unit and subordinate unit boundaries.

-Unit movement.
-The line of departure or line of contact and phase lines, if used.
-Reconnaissance and security graphics.
-Ground and air axes of advance.
-Assembly areas, battle positions, strong points, engagement areas, and objectives.
-Obstacle control measures and tactical mission graphics.
-Fire support coordination and airspace coordinating measures.
-Main effort.
-Location of command posts and critical information systems nodes. This material has been financed by the European Commission
31
-Known or templated enemy locations.
-Population concentrations.
THE COA BRIEFING
-An updated IPB (if there are significant changes).

-As many threat COAs as necessary.
-The approved problem statement and mission statement.
-The commander’s and higher commander’s intents.
-COA statements and sketches, including lines of effort if used.
-The rationale for each COA
-Considerations that might affect enemy COAs.
-Critical events for each COA.
-Deductions resulting from the relative combat power analysis.
-How the COA accounts for minimum essential stability tasks.
-New facts and new or updated assumptions.
-Refined COA evaluation criteria.

32
Battalion
MDMP
Receipt of
Mission
WARNO
Mission
Analysis
WARNO
COA
Development
COA
Analysis
COA
comparison
COA
Approval
WARNO
Order
Production
33
OPORD
STEP 4 – COA ANALYSIS AND
WAR-GAMING
COA analysis enables commanders and staffs to identify difficulties or coordination

problems as well as probable consequences of planned actions for each COA being
considered.
COA analysis allows the staff to synchronize the six warfighting functions for each COA.

34
STEP 4 – COA ANALYSIS

-Updated running -Gather the tools; -Refined COA’s;
estimates; -List all friendly forces; -Potential decision
-Revised planning -List assumptions; points;
guidance; -List known critical events and -War – game results;
-COA statements decision points; -Initial assessment
and sketches; -Select the war – gaming measures;
-Updated method; -Updated
assumptions -Select the technique to record assumptions.
and display results;
-War- game and asses the
results;
-Conduct a war – game briefing.

35
COA Analysis helps the commander and staff to
-Determine how to maximize the effects of combat power

while protecting friendly forces and minimizing collateral
damage.
-Further develop a visualization of the operation.
-Anticipate operational events.
-Determine conditions and resources required for success.
-Determine when and where to apply force capabilities.
-Identify coordination needed to produce synchronized

results.
-Determine the most

Thisflexible COA.
material has been financed by the European Commission
36
WAR GAME
War-gaming is a disciplined process, with rules and
steps that attempt to visualize the flow of the operation,
given the force’s strengths and dispositions, enemy’s
capabilities and possible COAs, impact and
requirements of civilians in the AO, and other aspects
of the situation.
War-gaming tests and improves COAs.

War-gaming methods: belt, avenue-in-depth, and box.
Other managerial instruments.
37
A warfighting function is a group of tasks and systems (people, organizations, information, and processes) united by a common purpose that commanders use to accomplish missions.
Mission Command
Movement and Maneuver
Intelligence
Fires
Sustainment
Protection

38
BELT
The belt method divides the AO into belts (areas) running the width of the AO.
The shape of each belt is based on the factors of METT-TC.
The belt method works best when conducting offensive and defensive operations on terrain divided into
well-defined cross-compartments, during phased operations or when the enemy is deployed in clearly
defined belts or echelons.
Belts can be adjacent to or overlap each other.

39
AVENUE-IN-DEPTH
The avenue-in-depth method focuses on one avenue of approach at a time, beginning with the
decisive operation.
This method is good for offensive COAs or in the defense when canalizing terrain inhibits mutual
support.

40
THE BOX
The box method is a detailed analysis of a critical area.
It works best in a time-constrained environment, such as a hasty attack.
The staff isolates the area and focuses on critical events in it.

41
SELECT AND DISPLAY RESULTS
The synchronization matrix technique.

The synchronization matrix is a tool the staff uses to record the results of war-gaming and helps them synchronize a course of action across time, space, and
purpose in relationship to potential enemy and civil actions.
The sketch note technique.

The sketch note technique uses brief notes concerning critical locations or tasks and purposes.
Takes into consideration: action – reaction – counteraction.

42
WAR-GAME BRIEFING
-Higher headquarters’ mission, commander’s intent, and military deception plan.

-Updated IPB.
-Friendly and enemy COAs that were war-gamed, including
-Critical events.
-Possible enemy actions and reactions.
-Possible impact on civilians.
-Possible media impacts.
-Modifications to the COAs.
-Strengths and weaknesses.
-Results of the war game.
-Assumptions.
-War-gaming technique used.

43
Battalion
MDMP
Receipt of
Mission
WARNO
Mission
Analysis
WARNO
COA
Development
COA
Analysis
COA
comparison
COA
Approval
WARNO
Order
Production
44
OPORD
STEP 5 – COA COMPARISON
COA comparison is an objective process to evaluate COAs independently and against set
evaluation criteria approved by the commander and staff.
The goal is to identify the strengths and weaknesses of COAs, enable selecting a COA
with the highest probability of success, and further developing it in an OPLAN or OPORD.

45
STEP 5 – COA COMPARISON

-Updated running -Conduct advantages and -Evaluated COAs;
estimates; disadvantages analysis; -Recommended
-Refined COAs; -Compare COAs; COAs;
-Evaluation criteria; -Conduct COA decision -Updated running
-War-game results; briefing. estimates;
-Updated -Updated
assumptions. assumptions.

46
COA Advantages Disadvantages
COA 1
COA 2
COA 3

47
Weight 1 2 2 1
Criteria/ Simplicity Maneuver Fire ……… Total

COA support
COA 1 1 3 1 5
(6) (2) (9)
COA 2 2 3 2 8
(6) (4) (12)
COA 3 1 1 1 3
(2) (2) (5)
The decision matrix is one highly structured and effective method used to compare
COAs against criteria that, when met, suggest a great likelihood of producing success.
The staff compares feasible COAs to identify the

one with the highest probability of success
The decision matrix is a tool to compare and evaluate COAs
thoroughly and logically.
The process is based on highly subjective judgments that may change
dramatically during the This
course
materialof
hasevaluation.
been financed by the European Commission
48
THE SELECTED COA SHOULD
-Pose the minimum risk to the force and mission accomplishment.

-Place the force in the best posture for future operations.
-Provide maximum latitude for initiative by subordinates.
-Provide the most flexibility to meet unexpected threats and opportunities.
-Provide the most secure and stable environment for civilians in the area of operations.
-Best facilitate information themes and messages.

49
COA DECISION BRIEFING
-The commander’s intent of the higher and next higher commanders.

-The status of the force and its components.
-The current IPB.
-The COAs considered, including
•Assumptions used.
•Results of running estimates.
•A summary of the war game for each COA, including critical events, modifications to any COA, and war-game results.
•Advantages and disadvantages (including risks) of each COA.
•The recommended COA.

50
Battalion
MDMP
Receipt of
Mission
WARNO
Mission
Analysis
WARNO
COA
Development
COA
Analysis
COA
comparison
COA
Approval
WARNO
Order
Production
51
OPORD
STEP 6 – COA APPROVAL

-Updated running -Commander approves a -Commanders approved
estimates; COA. COA;
-Evaluated COAs; -Refined commander’s
-Recommended intent;
COA; -Updated assumptions.
-Updated
assumptions.
WARNO 3

52
WARNO
-The area of operations.

-Mission.
-Commander’s intent.
-Updated CCIRs and EEFIs.
-Concept of operations.
-Principal tasks assigned to subordinate units.
-Preparation and rehearsal instructions not included in the SOPs.
-A final timeline for the operations.

53
Battalion
MDMP
Receipt of
Mission
WARNO
Mission
Analysis
WARNO
COA
Development
COA
Analysis
COA
comparison
COA
Approval
WARNO
Order
Production
54
OPORD
STEP 7–ORDERS PRODUCTION,
DISSEMINATION AND TRANSITION
The staff prepares the order or plan by turning the selected COA into a clear,
concise concept of operations and the required supporting information.
The COA statement becomes the concept of operations for the plan.
The COA sketch becomes the basis for the operation overlay.

55
STEP 7 – ORDER PRODUCTION

-Commanders -Produce and disseminate -Approved operation
approved COA; orders; plan or order;
-Refined -Transition from planning to -Subordinates
commander’s operations. understand the plan or
intent, CCIR and order.
EEFI;
-Updated
assumptions.

56
Battalion Company Platoon
MDMP TLP TLP
Receipt of Receipt of Receipt of
Mission Mission Mission
WARNO
Mission Issue a Issue a
Analysis WARNO WARNO
WARNO
Make a Make a
COA tentative plan tentative plan
Development
Initiate Initiate
COA movement movement
Analysis
Conduct
Conduct recconnaissance
COA recconnaissance
comparison
Complete the
COA Complete the
plan
Approval plan
WARNO
Issue the Issue the
Order
Production OPORD OPORD
OPORD
Supervise and refine
57
MDMP UNDER TIME PRESSURE

58
TIME-SAVING TECHNIQUES
1.
Increase Commander’s Involvement
2.
Limit the Number of Courses of Action to Develop
3.
Maximize Parallel Planning
4.
Increase Collaborative Planning
5.
Use Liaison Officers

59
Questions
Questions

60

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Military Leadership

Military Decision Making

Cpt. assist. prof. phd. Alin CÎRDEI

This material has been financed by the European Commission

• The relationship between TLP and MDMP

This material has been financed by the European Commission

This material has been financed by the European Commission

This material has been financed by the European Commission

Step 1 – Receive the mission.

This material has been financed by the European Commission

This material has been financed by the European Commission

The MDMP facilitates collaborative planning.

This material has been financed by the European Commission

Updated running estimates Refined COA’s

Updated running estimates Commander selected COA

Commander selected COA

This material has been financed by the European Commission

This material has been financed by the European Commission

Commanders initiate the MDMP upon receipt or in anticipation of a mission.

This material has been financed by the European Commission

Alert the Staff and Other Key Participants

WARNO includes at a minimum the type of

This material has been financed by the European Commission

- Initial time allocations.

This material has been financed by the European Commission

Commanders gather, analyze, and synthesize information to orient themselves on the

Mission analysis is the most important step in the MDMP

an action or inaction, plan state specified tasks. Some tasks may

thus restricting the freedom of action of be in paragraphs 4

a subordinate commander. Constraints A specified task is a task specifically

It helps the commander understand, visualize, and describe the operation.

This material has been financed by the European Commission

A COA is a broad potential solution to an identified problem.

This material has been financed by the European Commission

This material has been financed by the European Commission

This material has been financed by the European Commission

Inputs Main activities Outputs

The commander may create a new COA by

This material has been financed by the European Commission

The initial array identifies the total number of units

-The unit and subordinate unit boundaries.

-An updated IPB (if there are significant changes).

This material has been financed by the European Commission

COA analysis enables commanders and staffs to identify difficulties or coordination

This material has been financed by the European Commission

Inputs Main activities Outputs

This material has been financed by the European Commission

-Determine how to maximize the effects of combat power

-Further develop a visualization of the operation.

-Anticipate operational events.

-Determine conditions and resources required for success.

-Determine when and where to apply force capabilities.

-Identify coordination needed to produce synchronized

-Determine the most

War-gaming tests and improves COAs.

This material has been financed by the European Commission

This material has been financed by the European Commission

This material has been financed by the European Commission

The box method is a detailed analysis of a critical area.

It works best in a time-constrained environment, such as a hasty attack.

This material has been financed by the European Commission

The synchronization matrix technique.