text: Appendix B
  Table B-3. The military decision-making process, step 2: mission analysis
  Commander’s initial guidance. Analyze inputs and develop List of signal information
  information requirements. requirements.
  Army design methodology
  product. Participate in intelligence Overlays from intelligence
  preparation of the battlefield. preparation of the battlefield
  Higher headquarters plan or
  process to support signal
  order. Determine signal specified
  operation.
  and implied tasks.
  List of signal specified and
  Determine signal limitations
  implied tasks.
  and constraints.
  List of signal limitations and
  Identify critical facts and
  constraints.
  assumptions.
  List of signal facts and
  Identify and nominate signal-
  assumptions.
  related commander’s critical
  information requirements. Updated signal running
  estimate.
  Identify and nominate signal
  essential elements of friendly
  information.
  Provide signal input to the
  combined information overlay.
  Provide signal input for
  development of mission
  analysis brief and warning
  order.
  Participate in mission analysis
  brief.
  COURSE OF ACTION DEVELOPMENT (STEP 3)
  B-19. Course of action development is the method to determine the best employment of the tools available
  to solve the problem identified in mission analysis. Course of action development generates options for
  subsequent analysis and comparison to satisfy the commander’s intent and planning guidance. The G-3
  (S-3) staff usually drives course of action development, aided by the subject matter expertise of the other
  staff sections. The signal staff applies the knowledge gained from the mission analysis step to help develop
  proposed courses of action. During course of action development, the signal staff develops a draft scheme of
  signal support. The scheme of signal support describes how the commander intends to use organic and
  augmenting signal assets to support the concept of operations, with an emphasis on the scheme of maneuver.
  B-20. The G-6 (S-6) understanding of the operating characteristics and limitations of the unit’s
  communications systems helps the G-3 (S-3) develop feasible courses of action. Lack of reliable
  communications could render an otherwise promising course of action unsupportable.
  B-21. The staff typically develops two to three proposed courses of action for comparison. Each course of
  action must be—
  * Complete. The proposed course of action can accomplish the mission within available time, space,
  and resources.