text: Army Space Operations
  * Lethal and nonlethal targeting workgroup;
  * Intelligence cell;
  * Movement and maneuver cell;
  * Fires cell;
  * Air and missile defense section;
  * Signal operations;
  * Network operations;
  * Cyberspace electromagnetic activities workgroup;
  * Information operations workgroup;
  * Special technical operations workgroup;
  * Electronic warfare cell; and
  * Staff weather officer
  4-25. For all boards, workgroups, planning teams, staff planning, and staff estimates efforts, there should
  be a synchronized working relationship to ensure all offensive and defensive space operations are addressed,
  assessed, and included in all operations.
  CONSIDERATIONS
  4-26. Commanders ethically, effectively, and efficiently employ space capabilities to shape the
  environment and support offensive and defensive operations. Commanders plan, integrate, and synchronize
  space capabilities as a unified effort to project power.
  4-27. Army space operations officers provide and integrate SSA throughout the supported staff, and
  incorporates available space capabilities from planning through mission execution. Space operations officers
  use their expertise to integrate space capabilities, support staff efforts, and utilize software applications to
  provide relevant plans. Space planners integrate SSA across the staff to enhance the commander’s
  understanding and to shape operations. SSA allows for predictive information in the space OE.
  4-28. Not all unified action partners have the same degree of dependencies on space operations; therefore,
  not all unified action partners share the same level of proficiency conducting space operations. Partner
  nation’s dependencies on the space operations varies widely and some militaries may have limited experience
  conducting space operations. At the least integrated scale, some forces may only own and use handheld GNSS
  devices. It is imperative for Army space operations officer to understand they will likely interact with some
  Soldiers from allied and partner nations who require a basic level of training to effectively communicate
  plans which have integrated space capabilities.
  4-29. Expectation management of space capabilities is vital. Over-selling space capabilities may lead to
  mission failure. For example, space asset limitations are mostly physics driven. Products from space assets
  in a LEO are based upon revisit times and asset allocation considerations. Some allied militaries may not be
  well versed in space fundamentals. It is important to emphasize to commanders and their staff they may not
  have priority for a desired capability, because the space assets are often national systems or commercially
  owned and priorities are set by other bodies. Space operations officers may be more informative if they advise
  commanders and their staff obtaining satellite resources is similar to the procedures used for prioritizing
  artillery fires and intelligence collection requests.
  4-30. Space planners must focus mission analysis over a widespread, geographically diverse area. Space
  operation planning must provide tailored information which supports operations ranging from small surgical
  strikes to theater-wide operations.
  4-31. Space planners must be aware of how space capabilities support the commander’s intent to help
  facilitate a successful end state. While conducting operational planning, staff sections focus on how their
  section may influence the battle. Assessed into space operations only after being branch qualified, space
  planners have a unique perspective how space capabilities affect each function area and overall mission. They
  support the staff sections by advising each section on the best use of space capabilities and effects. They
  should attend all applicable planning workgroups to provide expertise on how space operations may support
  other functions. Space planners must be proactive and adaptive to find solutions to mitigate gaps. They