text: Integrating the Intelligence Warfighting Function
  3-22. Perfect knowledge and assumptions about the future do not occur. The commander and staff cannot
  predict with precision how enemies will react or how other actors will respond during operations.
  Nonetheless, the understanding and learning that occur during planning are valuable. Even if units do not
  execute the plan exactly as envisioned, planning results in an improved understanding of the situation that
  facilitates future decision making. Planning and plans assist leaders in—
  ⚫ Building situational understanding.
  ⚫ Identifying and developing solutions to problems.
  ⚫ Understanding, describing, and accepting risk.
  ⚫ Directing, coordinating, and synchronizing action.
  ⚫ Task-organizing the force and prioritizing efforts.
  ⚫ Anticipating events.
  3-23. The intelligence staff has a critical role in all activities of the operations process, especially in planning
  and the integrating processes (see section V). The G-2/S-2 supports the commander’s ability to understand
  the OE and visualize operations by—
  ⚫ Leading the IPOE process and portraying the enemy and other relevant aspects of the OE
  throughout the MDMP.
  ⚫ Developing the information collection plan (in coordination with the G-3/S-3).
  ⚫ Producing the intelligence portion of the COP.
  ⚫ Updating the intelligence running estimate.
  ⚫ Developing other intelligence products and reports.
  INTELLIGENCE SUPPORT TO THE MILITARY DECISION-MAKING
  PROCESS
  3-24. Although the five Army planning methodologies are important, the MDMP is the one most often
  applied from theater army to BCT levels during armed conflict. The military decision-making process 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 begins with the receipt of the mission and
  combines the conceptual and detailed components of planning. Commanders use the MDMP to visualize the
  OE and the threat, build plans and orders for extended operations, and develop orders for short-term
  operations within the framework of a long-range plan. (See FM 5-0.)
  3-25. During the MDMP, the intelligence staff leads the IPOE effort and provides all-source intelligence
  products and tools. Besides IPOE, the intelligence staff uses products developed during pre-mission analysis
  of the OE and begins to develop some of the early intelligence support to targeting and collection
  management products and tools. The staff tailors the all-source intelligence products and tools to the
  commander’s requirements, the situation, and the mission. The commander and staff require the following
  products throughout planning:
  ⚫ Line of communications overlays.
  ⚫ Broadcast and communications networks.
  ⚫ Combined information overlays.
  ⚫ Electromagnetic orders of battle.
  ⚫ Hazards overlays (that accurately depict the affected areas).
  ⚫ Modified combined obstacle overlays (also called MCOOs) and terrain effects matrices.
  ⚫ Weather trends and current and forecasted weather effects on friendly and enemy capabilities.
  ⚫ Weather effects matrices and other weather tactical decision aids.
  ⚫ Civil considerations overlays (addressing factors such as demographics, political alignments,
  religions and sects, network diagrams, and link and node overlays).
  ⚫ Threat characteristics.
  ⚫ Threat models.
  ⚫ Broad set of possible threat COAs.