text: Chapter 4
  MISSION VARIABLES
  4-38. During the planning process, CA planners at each echelon provide the commander with analysis and
  evaluation of the civil aspects that shape the OE using the evaluation tool known as ASCOPE. The CAO
  staff apply the METT-TC mission variables, concentrating on the “C” as the civil considerations aspect of
  the AO during conduct of the MDMP. This is similar to how observation and fields of fire, avenues of
  approach, key terrain, obstacles, and cover and concealment evaluate the physical terrain of METT-TC.
  The six characteristics of ASCOPE are discussed in FM 6-0.
  OPERATIONAL VARIABLES
  4-39. The conditions of an OE are described in terms of operational variables. Operational variables describe
  not only the military aspects of an OE, but also the population’s influence on it. Army planners analyze an OE
  in terms of eight interrelated operational variables: political, military, economic, social, information,
  infrastructure, physical environment, and time—PMESII-PT. Joint planners use only the initial six variables,
  not including physical environment and time.
  4-40. The operational variables provide the commander with a systems perspective of the OE. A systems
  perspective facilitates Army design methodology and provides the staff with a common frame of reference
  for collaboration with unified action partners. Civil data and information for each of these variables that has
  been transformed into civil knowledge informs the IPB process, warfighting functions, and the common
  operational picture through CKI.
  Note: JP 5-0, JP 3-24, JP 3-57, ADP 5-0, and FM 3-24 provide additional information on operational
  variables.
  SYNTHESIZING OPERATIONAL AND MISSION VARIABLES
  4-41. A fully developed collaborative environment comprised of individuals, organizations, knowledge
  management systems, infrastructure, and processes to create and share the data, information, and knowledge
  is ultimately desired in order to plan, prepare for, execute, and assess operations. Commanders seek to make
  informed decisions faster to achieve decision advantage over the enemy or adversary. Commanders and staffs
  require the capability and capacity to create a shared understanding.
  4-42. Knowledge management techniques and procedures support collaboration within the headquarters,
  agency, interagency, and subordinate unit. These techniques and procedures must encompass the processes
  and databases to integrate and synchronize the command and staff activity to generate orders that support
  information and CA products. Integration of civil knowledge through the CKI process, automation, and
  decision-support capabilities all enhance the efficiency of the battle rhythm of the organization and the
  commander’s decision making. The collaborative environment must provide the right information, to the
  right people, at the right time, and in an understandable and actionable format or display.
  4-43. CA forces prepare area studies, conduct assessments, and create and maintain running estimates to
  assist in the planning and updating of mission plans across the competition continuum. CA-produced area
  studies, assessments, and running estimates include geo-references. These geo-references allow for future
  geospatial application of these products into operations and mission planning sequences. These products
  develop and update the understanding of the civil component for the common operational picture of the
  commander. The information and material contained within these products are critical for the situational
  understanding of the commander and the staff and the formation of the commander’s vision for the OE. This
  information includes—
  * Identification and reinforcement efforts to consolidate gains.
  * Information requirements that drive and focus the civil information collection plan.
  * Impacts of civilian activities on military operations.
  * Impacts of military operations on resident civilian populations, government institutions, and
  interorganizational partners.
  * Development of courses of action.