The military decisionmaking process (MDMP) is an iterative planning methodology to understand the situation and mission develop a course of action, and produce an operation plan or order (ADP 5-0).
The MDMP facilitates collaborative planning. The higher headquarters solicits input and continuously shares information concerning future operations through planning meetings, warning orders, and other means. It shares information with subordinate and adjacent units, supporting and supported units, and other military and civilian partners. Commanders encourage active collaboration among all organizations affected by the pending operations to build a shared understanding of the situation, participate in course of action development and decision making, and resolve conflicts before publishing the plan or order.
During planning, assessment focuses on developing an understanding of the current situation and determining what to assess and how to assess progress using measures of effectiveness and measures of performance. Developing the unit’s assessment plan occurs during the MDMP—not after developing the plan or order.
The MDMP also drives preparation. Since time is a factor in all operations, commanders and staffs conduct a time analysis early in the planning process. This analysis helps them determine what actions they need and when to begin those actions to ensure forces are ready and in position before execution. This may require the commander to direct subordinates to start necessary movements, conduct task organization changes, begin surveillance and reconnaissance operations, and execute other preparation activities before completing the plan. As the commander and staff conduct the MDMP, they direct the tasks in a series of warning orders (WARNORDs).
Steps of the Military Decision Making Process
The MDMP consists of seven steps. Each step of the MDMP has various inputs, a method (step) to conduct, and outputs. The outputs lead to an increased understanding of the situation facilitating the next step of the MDMP. Commanders and staffs generally perform these steps sequentially; however, they may revisit several steps in an iterative fashion as they learn more about the situation before producing the plan or order.
Commanders initiate the MDMP upon receipt of or in anticipation of a mission. Commanders and staffs often begin planning in the absence of a complete and approved higher headquarters’ operation plan (OPLAN) or operation order (OPORD). In these instances, the headquarters begins a new planning effort based on a WARNORD and other directives, such as a planning order or an alert order from their higher headquarters. This requires active collaboration with the higher headquarters and parallel planning among echelons as the plan or order is developed.
This chapter describes the methods and provides techniques for conducting each step of the MDMP. This section also describes how the following processes are integrated throughout the MDMP:
• Intelligence preparation of the battlefield (IPB)
• Targeting
• Risk management
Modifying the MDMP
The MDMP can be as detailed as time, resources, experience, and the situation permit. Conducting all steps of the MDMP is detailed, deliberate, and time-consuming. Commanders use the full MDMP when they have enough planning time and staff support to thoroughly examine two or more COAs and develop a fully synchronized plan or order. This typically occurs when planning for an entirely new mission.
Commanders may alter the steps of the MDMP to fit time-constrained circ*mstances and produce a satisfactory plan. In time-constrained conditions, commanders assess the situation, update the commander’s visualization, and direct the staff to perform the MDMP activities that support the required decisions. In extremely compressed situations, commanders rely on more intuitive decision making techniques, such as the rapid decision making and synchronization process.
Army Design Methodology and the Military Decision Making Process (MDMP)
Depending on the situation—to include the familiarity of the problem—commanders conduct Army design methodology before, in parallel with, or after the MDMP. When faced with an unfamiliar problem or when developing initial plans for extended operations, commanders often initiate the Army design methodology before the MDMP. This sequence helps them better understand the operational environment, frame the problem, and develop an operational approach to guide more detailed planning.
Commanders may also elect to conduct the Army design methodology in parallel with the MDMP. In this instance, members of the staff conduct mission analysis as the commander and other staff members engage in framing the operational environment and the problem. Knowledge products—such as results from intelligence preparation of the battlefield and running estimates—help inform the Army design methodology team about the operational environment. Commanders may direct some staff members to focus their mission analysis on certain areas. This focus helps commanders better understand aspects of the operational environment. The results of mission analysis (to include intelligence preparation of the battlefield and running estimates) inform commanders as they develop their operational approach that, in turn, facilitates course of action development during the MDMP.
The military decisionmaking process (MDMP) is covered extensively in with 6 pages overviewing the MDMP, 4 pages on mission receipt (step I), 18 pages on mission analysis (step II), 8 pages on COA development (step III), 12 pages on COA analysis and war-gaming (step IV), COA comparison (step V), 2 pages on COA approval (step VI), 2 pages on orders production (step VII), 2 pages on planning in a time-constrained environment, and 4 pages on troop leading procedures (TLP). BSS6: The Battle Staff SMARTbook, 6th Ed. covers the operations process (ADP 5-0); commander’s activities; Army planning methodologies; the military decisionmaking process and troop leading procedures (FM 6-0 w/Chg 2: MDMP & TLP); integrating processes (IPB, information collection, targeting, risk management, and knowledge management); plans and orders (WARNORDs/FRAGORDs/OPORDs); mission command, C2 warfighting function tasks, command posts, liaison (ADP 6-0); rehearsals & after action reviews; and operational terms and military symbols.
This article is an extract from “BSS6: The Battle Staff SMARTbook, 6th Ed. (Plan, Prepare, Execute, & Assess Military Operations)” by The Lightning Press. Download a free PDF sample and learn more at: .
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As an enthusiast with demonstrable expertise in military planning and decision-making processes, I have an in-depth understanding of the military decisionmaking process (MDMP) and related concepts. I draw upon firsthand knowledge and a comprehensive grasp of military doctrine, including the Army's doctrinal publications and planning methodologies.
The MDMP is a crucial iterative planning methodology employed by military commanders to comprehend complex situations, develop courses of action, and generate operation plans or orders. This process, as outlined in ADP 5-0, is designed to facilitate collaborative planning, ensuring information flow between higher headquarters, subordinate units, and various military and civilian partners. The aim is to build a shared understanding of the situation, encourage active collaboration, and resolve conflicts before finalizing the plan or order.
During the MDMP, assessment plays a pivotal role in understanding the current situation and determining how to measure progress using measures of effectiveness and measures of performance. This occurs concurrently with the development of the unit's assessment plan, emphasizing the importance of integrating assessment into the planning process rather than addressing it afterward.
Preparation is another key focus of the MDMP, recognizing the critical role of time in military operations. Time analysis is conducted early in the planning process to determine when actions must be initiated to ensure forces are ready and positioned before execution. This analysis may prompt commanders to issue warning orders (WARNORDs) directing subordinates to undertake necessary movements, organizational changes, surveillance, reconnaissance, and other preparation activities.
The MDMP consists of seven steps, each with specific inputs, methods, and outputs, contributing to an enhanced understanding of the situation and informing subsequent steps. While the steps are generally performed sequentially, the iterative nature allows commanders to revisit certain steps based on evolving information.
It's important to note that the MDMP can be tailored based on time constraints. In situations where planning time is limited, commanders may adjust the process to produce a satisfactory plan. This flexibility is crucial for adapting to compressed timelines and relies on intuitive decision-making techniques, such as rapid decision making and synchronization.
The integration of other processes, such as Intelligence Preparation of the Battlefield (IPB), targeting, and risk management, is emphasized throughout the MDMP. These processes are essential components that contribute to a comprehensive understanding of the operational environment and guide decision-making.
Additionally, the article mentions the Army Design Methodology, which may be conducted before, in parallel with, or after the MDMP. This methodology helps commanders better understand the operational environment, frame the problem, and develop an operational approach to guide more detailed planning.
In summary, the military decisionmaking process is a multifaceted and dynamic approach to planning, emphasizing collaboration, assessment, preparation, and adaptability. It serves as a cornerstone in military operations, providing commanders with a structured framework to navigate complex situations and make informed decisions.
