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doctrine > MDMP > Flashcards

MDMP Flashcards

1
Q

MDMP Steps

A 
Step 1 - Receipt of Mission
Step 2 - Mission Analysis
Step 3 - Course of Action Development
Step 4 - Course of Action Analysis
Step 5 - Course of Action Comparison
Step 6 - Course of Action Approval
Step 7 - Orders Production, Dissemination, and Transition
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2
Q

the art and science of understanding a situation, envisioning a desired future, and laying out effective ways of bringing about that future.

A

planning

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3
Q

Receipts of mission actions

A

Action 1, Alert the staff and other key participants
Action 2, Gather the tools
Action 3, Update running estimates
Action 4, Conduct initial assessment
Action 5, Issue the commander’s initial guidance
Action 6, Issue the initial warning order (WARNORD

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4
Q

The continuous assessment of the current situation used to determine if the current operation

A

Running Estimate

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5
Q

: Any information elements the commander and staff require to successfully conduct operations.

A

Information Requirements

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6
Q

Those specified and implied tasks that must be executed to accomplish the mission

A

Essential Tasks

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7
Q

Some IRs are of such importance to the commander that they are nominated to the commander to become

A

CCIR

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8
Q

help the commander understand what enemy commanders want to know about friendly forces and why.

A

Essential elements of friendly information

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9
Q

Information collection plan annex

A

L

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10
Q

help the commander understand what enemy commanders want to know about friendly forces and why.

A

theme

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11
Q

a verbal, written, or electronic communication that supports a theme focused on a specific actor or the public and in support of a specific action (task).

A

message

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12
Q

the description of the primary issue or issues that may impede commanders from achieving their desired end state.

A

problem statement

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13
Q

commander’s intent describes

A

purpose of the operation, initial key tasks, and the desired end state

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14
Q

A comprehensive list of information requirements identified by the commander as being critical in facilitating timely information management and the decision making process that affect successful mission accomplishment

A

CCIR

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15
Q

A restriction placed on the command by a higher command

A

Constraint

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16
Q

A list on which targets are compiled. HVT is a target the enemy commander requires for the successful completion of the mission

A

High value target list

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17
Q

: A product used to depict the battlefield’s effects on military operations. It integrates into one overlay all obstacles to movement, including but not limited to, built-up areas, slope, soil, vegetation, and transportation systems (bridge classification and road characteristics).

A

modified combined obstacle overlay (MCOO)

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18
Q

An intelligence requirement, stated as a priority for intelligence support, that the commander and staff need to understand the adversary or other aspects of the operational environment.

A

priority information requirement

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19
Q

A group of tasks and systems (people, organizations, information, and processes) united by a common purpose that commanders use to accomplish missions.

A

warfighting functions

20
Q

COA must be…

A

feasible, acceptable, suitable, distinguishable, complete

21
Q

A group of tasks and systems (people, organizations, information, and processes) united by a common purpose that commanders use to accomplish missions.

A

feasible

22
Q

The COA must balance cost and risk with the advantage gained.

A

acceptable

23
Q

The COA can accomplish the mission within the commander’s intent and planning guidance.

A

suitable

24
Q

Each COA must differ significantly from the others (such as scheme of maneuver, lines of effort, phasing, day or night operations, use of the reserve, and task organization).

A

distinguishable

25
Q

Each COA must show how the decisive operation accomplishes the mission, how shaping operations create and preserve conditions for success, how sustaining operations enable shaping and decisive operations, how to account for decisive action tasks, and tasks to be performed and conditions to be achieved.

A

complete

26
Q

the effect created by combining the elements of intelligence, movement and maneuver, fires, sustainment, protection, mission command, information, and leadership

A

combat power

27
Q

These establish responsibilities and limits that prevent subordinate units’ actions from impeding one another

A

control measures

28
Q

clearly portrays how the unit will accomplish the mission and is a brief expression of how the combined arms concept will be conducted.

A

COA statement

29
Q

provides a picture of the movement and maneuver aspects of the concept, including the positioning of forces.

A

COA sketch

30
Q

A statement that directs the manner in which subordinate units cooperated to accomplish the mission and establish the sequence of actions the force will use to achieve the end state. It is normally expressed in terms of an operational framework.

A

concept of operations

31
Q

links multiple tasks using the logic of purpose rather than geographical reference to focus efforts toward establishing operational and strategic conditions

A

line of effort

32
Q

is a line that defines the directional orientation of a force in time and space in relation to the enemy and links the force with its base of operations and objectives

A

lines of operation

33
Q

: Operations at any echelon that enable the decisive operation or shaping operations by generating and maintaining combat power.

A

sustaining operations

34
Q

A maneuver battalion-size unit consisting of a battalion headquarters, at least one assigned company-size element, and at least one attached company-size element from another maneuver or support unit (functional and multifunctional)

A

task force

35
Q

Operations at any echelon that create and preserve conditions for the success of the decisive operation.

A

shaping operation

36
Q

basthose points in space and time when the commander or staff anticipates making a key decision concerning a specific course of action.

A

decision point

37
Q

: 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. This method is based on a sequential analysis of events in each belt. It is preferred because it focuses simultaneously on all forces affecting a particular event.

A

belt method

38
Q

Focuses on one avenue of approach at a time, beginning with the decisive operation.

A

avenue - in - depth method

39
Q

: Detailed analysis of a critical area, such as an engagement area, a wet gap crossing site, or a landing zone. It is appropriate when time is constrained, as in a hasty attack.

A

box method

40
Q

Allows the staff to synchronize the COA across time, space, and purpose in relationship to potential enemy and civil actions.

A

synch matrix

41
Q

Uses brief notes concerning critical locations or tasks and purposes

A

sketch note

42
Q

A combined intelligence and operations graphic based on the results of war-gaming.

A

Decision support template

43
Q

A model against which enemy activity can be recorded and compared. It represents a sequential projection of events that

A

event template

44
Q

: A tactical enabling operation in which one unit moves through another unit’s positions with the intent of moving into or out of enemy contact.

A

passage of lines

45
Q

The COA sketch becomes the basis for the

A

operation overlay

46
Q

The COA statement becomes the

A

concept of operations

doctrine (5 decks)

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