text: Planning
  capabilities and ensure appropriate authorities exist. (See chapter 9 for further discussion of IO at brigade
  and below).
  4-44. The IO officer compares available IRCs with the tasks that need to be accomplished to identify
  capability shortfalls and additional resources required. The IO officer considers how the following will affect
  attainment of IO objectives and whether additional capacity is required—
  * Changes in task organization.
  * Limitations of available units and IRCs.
  * Nature of effects that need to be achieved in the information environment and the tasks to
  accomplish them.
  * The need for redundancy or repetition to achieve desired effects.
  * The level, quantity, and quality of expertise on hand.
  DETERMINE CONSTRAINTS
  4-45. A constraint is a restriction placed on the command by a higher command. A constraint dictates an
  action or inaction, thus restricting the freedom of action of a subordinate commander (FM 6-0). IO constraints
  include legal, moral, social, operational, and political factors. They also include limitations imposed by
  various authorities, such as the Secretary of Defense or U.S. ambassador. Constraints may be listed in the
  following paragraphs, annexes or appendices of the higher OPLAN/OPORD—
  * Commander's intent and guidance.
  * Tasks to subordinate units.
  * Rules of engagement (no strike list, restricted target list)
  * Civil affairs operations.
  * MISO
  * Fire support.
  4-46. Constraints establish limits within which the commander can conduct IO. Constraints may also limit
  the use of military deception and some OPSEC measures. One output of this sub-step is a list of the constraints
  that the IO officer believes will affect the scheme of IO.
  IDENTIFY CRITICAL FACTS AND DEVELOP ASSUMPTIONS
  4-47. Sources of facts and assumptions include existing plans, initial guidance, observations, and reports.
  Some facts concerning friendly forces are determined during the review of the available assets. During IPB,
  the G-2 (S-2), with assistance from the IO officer and other staff elements, develops facts and assumptions
  about threats and others, the area of operations, and the information environment. The following categories
  of information are important to the IO officer—
  * Intelligence on threat commanders and other key leaders.
  * Threat morale.
  * Media and/or press coverage of threat and other relevant audiences in the area of operations.
  * The weather.
  * Dispositions of adversary, friendly, and other key groups.
  * Available troops, unit strengths, and materiel readiness.
  * Friendly force IO vulnerabilities.
  * Threat and other key group IO vulnerabilities.
  4-48. The primary output of this sub-step is a list of facts and assumptions that concern IO. These are placed
  in paragraph 1c of the running estimate. The IO officer prepares and submits to appropriate agencies IO IRs
  for information that would confirm or disprove facts and assumptions. The IO officer reviews facts and
  assumptions as information is received and revises facts or converts assumptions into facts.