The Military Decision Making Process Mdmp

"This report documents the analysis, design, and development of the Division Level Military Decision-Making Process (MDMP) training product. The division level MDMP product is a computer-based, stand alone training support package envisioned to be used by the U.S. Army Command and General Staff College (CGSC) to augment existing CGSC instruction on the MDMP. The product, a computer disk, provides a self-paced, detailed discussion of the steps of the MDMP, focusing on the battle staff at the division-level. Field Manual 101-5 Staff Organization and Operations served as the doctrinal source reference. The course also contains selected tactics, techniques, and procedures (TTP) that aid the CGSC student in conducting staff integration and coordination during mission planning. This project was coordinated with the CGSC."--Stinet.

"Ths report documents the analysis, design, and development of the Military Decision-Making Process (MDMP): A Prototype Training Product. The MDMP product is a computer-based, stand alone training support package to assist individuals and staffs of light infantry brigades in learning to participate in the military decision-making process. The product consists of a compact disk that presents a self-paced course of instruction on now to conduct the MDMP. Doctrinal fundamentals based on FM 101-5 Staff Organization and Operations, serve as the basis. The course also contains numerous tactics, techniques, and procedures (TTP) that will assist staff officers in understanding and mastering their individual skills and their role in the collective process. This program, sponsored by ARI, was coordinated with the Joint Readiness Training Center leader's Training Program."--DTIC.

Since 2004, the US Army has started a revolution of reorganization and doctrine development throughout its Combat, Combat Support and especially Combat Service Support "logistics" organizations, known as "Transformation." In the logistics or "Sustainment" arena, the Army's concept towards supporting other units has changed from the old "out-stockpile" the enemy concept towards a system used by modern civilian distributors - "Just-In-Time" sustainment, leaving planning and synchronizing throughput of commodities and support to the customer with little margin of error. To successfully accomplish this, Sustainment planners must thoroughly understand the Military Decision Making Process or "MDMP" for short. Conducting a Sustainment oriented MDMP is essential in integrating the Sustainment War Fighting Functional Area into the unit's plan and for ensuring a synchronized and supportable course of action. Successful integration is a result of having the right personnel, available tools, correct MDMP methodology, and synchronized timeline throughout the process. If this guide can assist logistics' planners in accomplishing this process, then it has accomplished its intent and mission.

The Sustainment Battle Staff and Military Decision Making Guide is designed to assist newly assigned Sustainment Unit Commanders or Sustainment oriented staff officers in understanding the roles and capabilities of the Sustainment Brigade, the Combat Sustainment Support Battalion (CSSB), and the Brigade Support Battalion, as well as an understanding how to develop Unit Operations Orders (OPORDs) and sustainment related annexes through use of a sustainment-logistics operations configured military decision making process checklists. Throughout each chapter, Sustainment/logistics Commanders and Staff are exposed in great detail to the seven steps of the Military Decision Making Process as seen through the eyes of sustainment operations, enabling them to produce viable and functional operation orders, sustainment annexes/appendices, rehearsals, and back briefs. Various planning metrics and factors reflecting contemporary modular brigade and battalion structures are also including, making the Sustainment Battle Staff and MDMP Guide a valuable addition to a Unit's Planning Standard Operating Procedures (PSOPs).

"This report describes a concept experimentation assessment of battle command information requirements and military decision making in the 2010-2015 timeframe. This research was the first in a series of concept experimentation programs (CEPs) planned by the Mounted Battlespace Battle Lab (MBBL) at Fort Knox, KY, to re-engineer command and staff operations. This report focuses on research methods, exploratory results, and recommendations on method improvements for assessing battle command information requirements and the military decision making process (MDMP). The exploratory results provide a benchmark for future efforts and suggestions for improving information systems and future evaluations. Limitations and lessons learned on research methods are considered. Method recommendations address measurement approach issues, such as mission, enemy, terrain, troops, and time (METT-T) structure for determining information requirements, and the applicability of the MDMP in a real-time information environment. Recommendations on manual measures address the timing and scope of assessment and respondent workload. Finally, recommendations on instrumented measures stress reducing respondent workload and increasing measurement scope and precision."--Stinet.

This monograph explains the ability of the military decision-making process to inform the decision-maker in the current operational environment. A comparison of the operational environment, as envisioned through the U.S. Army s doctrine, before and after the end of the Cold War establishes the framework by which commanders makes decisions. Moreover this comparison highlights the critical changes in that environment that the MDMP has yet to account for. Next, an analysis of naturalistic decision-making theory provides insight into how commanders inform the decisions they make. Subsequently, the military decision-making process (MDMP) is analyzed to determine the advantages and disadvantages of the process as compared to the current operational environment and the way experienced commanders naturally make decisions. This analysis establishes the logical evolutionary steps the MDMP must make in order to be a viable decision-making process in the current operational environment The fundamental dilemmas of decision-making within the U.S. Army are five fold. First, there currently is little experience within the U.S. Army at the operational level. Yet, since the end of the cold war the U.S. Army is increasingly becoming involved at the operational level of war, as the shift in focus of the Army s doctrine indicates. Second, Joint Doctrine does not prescribe a methodology for decision-making that is fundamentally different from the tactical MDMP contained in U.S. Army doctrine. Because of the deficiency in Joint Doctrine it is logical that a U.S. Army planner, for example, operating in a Joint Task Force (JTF) Headquarters will utilize the only decision-making process that the planner is familiar with the MDMP. Yet the MDMP is a tactical process. Third, the MDMP was a tactical decision-making process designed for the pre-cold war, tactical U.S. Army.

BSS6 is the sixth edition of The Battle Staff SMARTbook, completely updated for 2020. Updated material includes the full scope of new material from ADP 5-0, The Operations Process (Jul `19); ADP 6-0, Mission Command (Jul `19); FM 3-0 (w/Change 1), Operations (Dec `17); FM 6-0 (w/change 2), Commander and Staff Organization and Operations (Apr `16); ATP 2-01.3, Intelligence Preparation of the Battlefield (Mar `19); ADP 3-19, Fires (Jul `19); ATP 3-60, Targeting (May `15); ATP 5-19 (w/change 1), Risk Management (Apr `14); and ADP 1-02, Terms and Military Symbols (Aug `19); and more.

Force XXI Technology and the Cognitive Approach to the Military Decision Making Process (MDMP) by Michael C. Sevcik, US Army, 43 pages. The United States Army has invested millions of dollars and countless man hours in information technology. This investment in technology is a result of digital capabilities unimagined several years ago. It stands to reason, if better information is available faster, that better decisions will follow. The key to better decision making through digitization lies in situational awareness based on informational awareness. This knowledge will contribute to certainty and a temporal advantage over the enemy. Digital technology and the Force XXI (FXXI) efforts have tremendous potential to support decision making. Digital technology however, poses some daunting dilemmas for the Army. With the tremendous technological advantages come tradeoffs that may hinder a commander more than information awareness assists him. Information technology holds the key to improving the MDMP. However, exploitation of digitization requires a reexamination of the Army's decision-making concepts. The rational decision making model has organized the Army's staffs and guided collection of data in support of deliberate planning. The advent of instantaneous information through digitization permits the commander to receive data and information directly and this enables him to adjust his plans during an operation. This instantaneous information permits the commander to revise his intent and adjust plans to conform to the needs of the operations and take advantage of opportunities. Plans, therefore, can emerge from the commander's assessment of the situation and he can focus on information needed to support his decisions. Staff efforts historically focused on collection of data to support the MDMP. The staff in turn produced a plan and monitored the operation providing feedback to the commander.