text: Chapter 2
  * Target Description.
  * Posture.
  * Activity.
  * Size of the target.
  * Target location.
  * TLE.
  * Dwell time.
  2-42. See appendix D for a sample target report.
  DELIVER
  2-43. Deliver is the third function in the Army targeting methodology and occurs during the execution
  portion of the operations process. This function executes the target attack guidance and supports the
  commanders battle plan once the HPTs have been located and positively identified. The main objective is to
  create effects as planned in the decide phase and in accordance with the commander's guidance. Additional
  activities include the prosecution of targets that were not selected for action in sufficient time to be included
  in deliberate targeting. The selection of a capability or a combination of capabilities to meet the desired effect
  requires a synchronized time of engagement dependent on the tactical situation and the technical solution for
  the selected capability.
  2-44. The outcome of success allows friendly forces to achieve relative advantage in the human, physical
  and information dimensions. Consequences of failure are as follows:
  * Tasks, Objectives, and End-states not met resulting in mission failure.
  * Attrition of Friendly Forces and unfavorable force ratios.
  * Increase in human and material cost.
  * Loss of initiative, inability to shape/set conditions.
  2-45. Targeting products developed during the decide phase of the targeting process simplify and expedite
  delivery decisions during execution. A dedicated effort by the targeting team during planning enables
  predictability and assists the staff in executing the commander's guidance in support of the decision support
  matrix (DSM). During the initial targeting product development, when more time is available, the staff may
  not have all necessary information. As operations progress, the staff will inherently gain additional
  information. This will force the transfer of considerations into execution under increased time constraints and
  potentially reduced asset availability. This ultimately causes the targeting team to react to operational
  changes. When deviating from planned guidance (AGM, TSS), the decision maker needs to weigh the
  operational risks of tactical patience balanced with the immediacy of directed action.
  2-46. Unplanned or unanticipated targets always have the potential to be identified during operations.
  Unforeseen variables in the operation can cause a change in commander's or attack guidance.
  2-47. Dynamic targets or targets of opportunity are processed the same as planned targets. Targets of
  opportunity are first evaluated to determine when, or if, they should be engaged. The decision to engage
  targets of opportunity follows the engagement guidance and is based on a number of factors such as the:
  * Criticality of target compared to other targets being processed for engagement.
  * Activity of the target (risk to friendly forces).
  * Dwell time.
  2-48. If the decision is made to engage immediately, the target is processed further. The availability and
  capabilities of assets to engage the target are assessed. If the target exceeds the capabilities or availability of
  the unit delivery asset, the target should be sent to a higher HQ for immediate engagement. If the decision is
  to defer the engagement, then continue tracking, determine decision point(s) for engagement, and modify
  collection tasking as appropriate.