text: Chapter 4
  * How to collect the information.
  * Who or what will collect the information.
  * How the commander will use the information to support decisions.
  4-105. The responses to these considerations are recorded on the IO COA worksheets and added to the IO
  portion of the operations assessment plan. Information required to assess IO effects becomes IRs. The IO
  officer submits IRs for the COA that the commander approves to the G-2 (S-2). The IO officer establishes
  measures of performance and effectiveness based on how IRC tasks contribute to achieving one or more IO
  objectives. If a task's results are not measurable, the IO officer eliminates the task.
  ASSIGN HEADQUARTERS
  4-106. Headquarters are typically assigned based on their ability to integrate the warfighting functions.
  Their capacity to plan, prepare, execute, and assess IO varies, depending on such variables as organic
  capabilities, mission essential tasks, and training. When commanders determines that the decisive operation
  or a shaping operation is IO-dominant, they turn to the IO officer to assess potential mission command
  vulnerabilities and ways to mitigate them. Higher headquarters, in particular, conduct this assessment for
  subordinate headquarters being assigned IO-dominant missions and provides additional assets, as required.
  DEVELOP COURSE OF ACTION STATEMENTS AND SKETCHES
  4-107. The G-3 (S-3) prepares a COA statement and supporting sketch for each COA for the overall
  operation. Together, the statement and sketch cover who, what, when, where, how, and why for each
  subordinate unit. They also state any significant risks for the force as a whole. The IO officer provides IO
  input to each COA statement and sketch. At a minimum, each COA statement and sketch should include its
  associated scheme of IO. COA statements may also identify select IO objectives and IRC tasks when they
  address specific commander concerns or priorities.
  CONDUCT COURSE OF ACTION BRIEFING
  4-108. Given the increasing impact of the information environment on operations, commanders benefit
  from ensuring the IO officer is present during all MDMP briefings. For this specific briefing, the IO officer
  is able to provide essential rationale for the scheme of IO and respond to IO-related questions from the
  commander or G-3 (S-3).
  SELECT OR MODIFY COURSE OF ACTION FOR CONTINUED ANALYSIS
  4-109. Whether the commander selects a given COA or COAs, modifies COAs, or creates a new COA
  altogether, the IO officer prepares for COA analysis and war-gaming. If the commander rejects all COAs,
  the IO officer develops new schemes of support, mindful of the commander's revised planning guidance.
  4-110. Table 4-2 provides a summary of the inputs, actions and outputs required of the IO officer/element.
  Only those sub-steps within COA development with significant IO activity are listed.
  Table 4-2. Course of action development
  MDMP Sub-
  Inputs IO Officer Actions IO Officer Outputs
  Step
  4-22 FM 3-13 6 December 2016
  ssessA evitaleR tabmoC rewoP
   IPB or combined For each COA — For each COA —
  information overlay
   Analyze IRC effects on  Description of the
   Task organization friendly and threat potential effects of
  capabilities, vulnerabilities, relative combat
   IO running estimate
  and combat power power stated by