text: Chapter 2
  2-8. Commanders assess operations and ensure collection activities provide the information needed.
  Timely reporting to the right analytical element at the right echelon is critical to information collection
  activities. Commanders continuously assess operations during the planning, preparation, and execution
  activities. The commander’s involvement and interaction enable the operations and intelligence officers to
  effectively assess and update collection activities. The commander’s own assessment of the current
  situation and progress of the operation provides insight to new information needed and information no
  longer required. The commander communicates this to the staff to help them update CCIRs. Commanders
  should use regularly scheduled staff assessments (for example, end of phase assessments) to update
  information collection guidance and increase their own understanding of the situation. Every echelon works
  together and tailors the intelligence enterprise. This removes information sharing barriers.
  THE COMMANDER’S NEEDS
  2-9. Staffs synchronize and integrate information collection activities with the warfighting functions
  based on the higher commander’s guidance and decisions. Commanders’ knowledge of collection activities
  enables them to focus the staff and subordinate commanders in planning, preparing, executing, and
  assessing information collection activities for the operation.
  2-10. Commanders must understand the overall concept of operations from higher headquarters to
  determine specified and implied tasks and information requirements. There are a finite number of assets
  and resources for information collection activities. Commanders communicate this as guidance for planners
  and the staff. Commanders must visualize how multiple collection components work together and
  understand how their unit’s activities fit into and contribute to those of higher, adjacent, and lower
  echelons.
  2-11. Extended AOs, the necessity to conduct missions and develop information and intelligence over large
  areas, and extended time spans can surpass the organic capabilities of a unit. Commanders coordinate with
  many agencies and organizations in the AO so the unit can perform information collection activities.
  Terminology is essential to this coordination. Commanders ensure civilians and organizations understand
  terminology and provide or request clarification as needed. Commanders should gain a working knowledge
  of joint and multinational vocabulary and ways of operating. They should also know about the roles and
  contributions of other organizations to better communicate and leverage resources.
  THE COMMANDER’S GUIDANCE
  2-12. Commanders plan by providing guidance. This should include guidance for collection assets and
  required information. Commanders consider risks and provide guidance to the staff on an acceptable level
  of risk for information collection planning. The commander issues formal guidance at three points in the
  process:
  * Commander’s initial guidance following receipt of mission.
  * Initial planning guidance following mission analysis to guide course of action (COA)
  development.
  * Refined commander’s intent, CCIRS, and EEFI after the COA decision but before the final
  warning order.
  2-13. See figure 2-6 in ADRP 5-0 to review all key inputs, steps, and key outputs of the MDMP.
  COMMANDER’S INITIAL GUIDANCE
  2-14. After a unit receives a mission, the commander issues initial guidance. The initial guidance
  accomplishes several things. It—
  * Begins the visualization process by identifying the tactical problem (the first step to problem
  solving).
  * Defines the AO. This presents a COP for the commander and staff to see the terrain, including
  the populace.
  * Develops the initial commander’s intent, specifically key tasks (including tasks for
  reconnaissance), decisive point, and end state.