text: Chapter 1
  * Prepare – Prepare and set the conditions for success requires an understanding of the operating
  environment. Human resources professionals anticipate requirements and set into motion activities
  allowing the force to transition to execution.
  * Execute – Make execution and adjustment decisions to exploit opportunities or unforecasted
  requirements providing commanders with the flexibility required to be proactive.
  * Assess – Continual assessment allows HR professionals to learn and adapt as new information
  becomes available and provides a clearer picture of the operational environment.
  RUNNING ESTIMATE
  1-78. To be effective in the planning process, the HR planner provides the HR running estimate. A running
  estimate is the continuous assessment of the current situation used to determine if the current operation is
  proceeding according to the commander’s intent and if planned future operations are supportable (ADP 5-0).
  Building and maintaining running estimates is a primary task of each staff section. The running estimate
  helps the staff provide recommendations to commanders on the best COA to accomplish their mission.
  Running estimates represent the analysis and expert opinion of each staff section by functional area.
  Throughout the operations process, maintain running estimates to assist commanders and the staff in the
  exercise of command and control. FM 6-0, Commander and Staff Organization and Operations, provides
  detailed information on the use of the running estimate in the planning process.
  Note: A forthcoming FM 5-0 (Planning and Orders Production) manual will become the Army’s
  reference for planning, which includes running estimates. This reference manual is programmed
  for an expected publication date of September/October 2021.
  1-79. Human resources information is contained in the sustainment estimate and HR planning
  considerations. Estimates may be needed at any time; therefore, running estimates must be continuously
  developed, updated, and maintained. An HR staff running estimate should include the following:
  * Facts relating to PASR, HR support to replacement operations, HR support to casualty operations,
  personnel readiness management, postal operations, and essential personnel services.
  * Assumptions relating to forecasts on readiness, replacements, casualties, postal, and personnel
  services.
  * Friendly force status (higher, lower, and adjacent units).
  * Conclusions and recommendations for future HR operations and COAs for command and staff
  awareness.
  HR PLANNING USING THE MILITARY DECISION-MAKING
  PROCESS
  1-80. 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). It is an orderly,
  analytical process integrating the activities of the commander, staff, and subordinate HQ in the development
  of a plan or order. The MDMP helps leaders apply thoroughness, clarity, sound judgement, logic, and
  professional knowledge to develop situational understanding and produce a plan or order that best
  accomplishes the mission. Each staff officer responsible for HR planning has an obligation to be thoroughly
  familiar with the MDMP.
  1-81. The MDMP consists of seven steps. Each step of the MDMP has inputs, a series of sub-steps, and
  outputs. The outputs lead to an increased understanding of the situation facilitating the next step of the
  MDMP. Commanders and staffs generally perform these steps sequentially; however, before producing the
  plan or order, they may revisit several steps in an iterative fashion, as they learn more about the situation.
  The detail of each step is dependent on time, resources, experience, and the situation. Refer to FM 6-0 for
  additional information regarding the MDMP.