text: Chapter 4
  DEVELOP A PROPOSED PROBLEM STATEMENT
  4-66. Problem statements are typically developed during design. If this did not occur prior to mission
  analysis, it is accomplished during this step of the MDMP. If done during design, the commander and staff
  revise the problem statement based on their enhanced understanding of the situation. The key is identifying
  the right problem to solve, because it leads to the formulation of specific solution-sets. In identifying the
  problem, the commander and staff compare the current situation to the desired end state and list issues that
  impede the unit from achieving this end state.
  4-67. Given the increasing impact of the information environment, the prevailing problem or impeding issues
  are likely to be information-related. Also, information-related problems can be more complex and multi-
  dimensional than geographical or technological problems or impediments. Therefore, it is essential to spend
  the time necessary to articulate the problem and impediments as carefully and clearly as possible.
  DEVELOP A PROPOSED MISSION STATEMENT
  4-68. The G-3 (S-3) or executive officer develops the proposed restated mission based on the force's essential
  tasks, which the commander approves or modifies. The IO officer provides input based on the current IO
  running estimate. The mission statement includes any identified IO essential tasks.
  4-69. Mission statements should use tactical mission tasks, which are specific activities performed by units
  while executing a form of tactical operation or form of maneuver (See ATP 3-90.1). IO tasks do not always
  neatly fit into this framework, as they are rarely terrain- or combined arms-based. However, if they are framed
  in terms of friendly force actions (for example, influence the population in a certain area) or effects on threat
  forces (deceive the threat's reserve forces commander), and if they support the commander's intent and
  planning guidance, then they can be integrated effectively into the restated mission.
  4-70. The IO officer also develops an IO mission statement that guides IO execution and ensures IO
  objectives are accomplished. The IO mission statement is explicitly stated in Appendix 15 (Information
  Operations) to Annex C (Operations) of the base order. (See FM 6-0, Appendix C, for additional details on
  functional area mission statements.)
  PRESENT THE MISSION ANALYSIS BRIEFING
  4-71. The staff briefs the commander on the results of its mission analysis. The mission analysis briefing is
  an essential means for the commander, staff, subordinates and other partners to develop a shared
  understanding of the upcoming operation and the interrelationships among the mission variables and
  elements of combat power. IO input is based on its running estimate, analysis in the foregoing steps, and how
  IO impacts or is impacted by other areas and functions. Time permitting, the staff employs the outline
  provided in figure 4-4.
  DEVELOP AND ISSUE INITIAL COMMANDER’S INTENT
  4-72. The commander's intent is a clear and concise expression of the purpose of the operation and the
  desired military end state that supports mission command, provides focus to the staff, and helps subordinate
  and supporting commanders act to achieve the commander's desired results without further orders, even when
  the operation does not unfold as planned (JP 3-0). The IO officer develops recommended input to the
  commander's intent and submits it to the G-3 (S-3) for the commander's consideration. When developing
  recommended input to the commander's intent, the IO officer assists the commander in visualizing and
  understanding the information environment, ways it will affect operations, and ways that IO can affect the
  information environment to the commander’s advantage.
  DEVELOP AND ISSUE INITIAL PLANNING GUIDANCE
  4-73. After approving the restated mission and issuing the intent, commanders provide additional guidance
  to focus staff planning activities. As appropriate, the commander includes their visualization of IO in this
  guidance. Commanders consider the following when developing their IO planning guidance:
  * Aspects of higher headquarters IO policies or guidance that the commander wants to emphasize.