text: Integrating the Intelligence Warfighting Function
  Commander’s Critical Information Requirements
  A commander’s critical information requirement is specific information identified by the
  commander as being essential to facilitate timely decision making (JP 3-0). There are two
  CCIR categories: PIRs and friendly force information requirements (also called FFIRs).
  CCIRs directly influence decision making and facilitate the successful execution of
  operations. As discussed in paragraph 1-34, the intelligence warfighting function focuses on
  answering intelligence requirements comprising PIRs, targeting intelligence requirements,
  and other intelligence requirements. The commander approves and prioritizes all intelligence
  requirements, which drive every aspect of the intelligence process—information collection,
  including collection management; intelligence PED; intelligence analysis; intelligence
  production; and dissemination and integration.
  3-8. The commander’s involvement and interaction enable the intelligence staff to assess how to more
  effectively produce intelligence to meet the commander’s requirements. The commander’s involvement also
  assists the staff in synchronizing the unit’s information collection effort with the operation. The commander
  and staff should also consider some unique aspects of the intelligence warfighting function:
  ⚫ Operational uncertainty. Intelligence does not eliminate uncertainty entirely; to succeed,
  commanders must take risks.
  ⚫ Driving IPOE. Make it a full staff effort. Focus the staff on those aspects of the OE that are
  important to the mission (commander’s focus and priorities for analysis).
  ⚫ Resourcing. Resource and prioritize the intelligence warfighting function appropriately. For
  example, adequate network capability and access are critical in meeting the commander’s needs.
  ⚫ Prioritization. Prioritize finite resources and capabilities by focusing collection and analysis on
  key decisions and targeting through intelligence requirements and other means.
  ⚫ Continuous collection. Information collection must be continuous. Start as early in the
  operations process, as feasible, and effectively transition to the next operation.
  ⚫ Tailoring intelligence. Clearly state what (in terms of priorities, format, and style) is needed
  across the various intelligence products, especially IPOE products, the intelligence running
  estimate, and the intelligence portion of the common operational picture (COP).
  3-9. Building from this list, table 3-1 provides an extensive list of considerations to assist commanders and
  staffs in ensuring the intelligence warfighting function is effectively integrated into operations.
  Note. Table 3-1 is not intended as a checklist, a set of mandatory actions, or an all-encompassing
  list of considerations.
  Table 3-1. Commander and staff considerations
  An effective staff team. Build the team and foster a collaborative environment that encourages critical thinking, candor, and
  cooperation.
  Risk. Accept necessary risks and some operational uncertainty. Intelligence cannot eliminate uncertainty. Commanders
  determine the necessary risks inherent in any operation.
  Guidance. Broadly and clearly share the commander’s guidance and visualization of the operation and the OE. Ensure the right
  aspects of the domains and dimensions are accounted for in the operational variables and the mission variables.
  Driving IPOE. Initial guidance, key participation, and periodic oversight are extremely valuable in ensuring a thorough IPOE.
  Owning intelligence requirements. Personally engage in developing and approving intelligence requirements that drive operations
  and targeting.
  Enabling information collection. In nondoctrinal terms, information collection is the fight before the fight. Demand effective
  collaboration between the G-3/S-3, G-2/S-2, and rest of the staff to plan and control information collection. Allocate maneuver,
  fires, and other capabilities to enable information collection and intelligence analysis and production, when necessary. Resource
  the reconnaissance and surveillance network and intelligence operations sufficiently, to include providing adequate network
  capability (for example, relays, bandwidth, and access).
  Maximizing collection. Facilitate detailed planning on the use of organic, assigned, and attached collection, PED, and processing
  capabilities such that they can be thought of as information collection pacing items. It is also important to fully leverage supporting
  collection assets, external PED and analysis, and intelligence from national-level and allied and partner intelligence organizations.