text: Chapter 2
  Planning
  PREPLANNING
  2-1. The complexity and sensitivity of deception requires detailed planning that begins with preplanning.
  MDOs have three preplanning considerations: capability development, planning guidance, and mission
  analysis. A successful deception plan incorporates preplanning considerations as well as flexibility to lessen
  the risk of failure. When preplanning, MDOs create a baseline analysis, prepare deception planning guidance,
  and complete mission analysis.
  BASELINE ANALYSIS
  2-2. Baseline analysis is preplanning that ensures the organization has the requisite staff, methods, and tools
  to plan deception. Baseline analysis entails acquiring basic information on available deception means. This
  includes information on friendly doctrine and tactics as well as technical characteristics of employed combat
  systems. It also includes basic data on friendly intelligence and counterintelligence resources and operations.
  DECEPTION PLANNING GUIDANCE
  2-3. When preplanning, MDOs consider how to develop deception activities within the framework of the
  commander’s intent and planned operations. They consider the commander’s initial deception guidance that
  often arrives as a separate written or verbal deception-planning directive. Deception planning efforts must be
  synchronized and integrated with traditional unit planning efforts at all times. The importance of the
  relationship between the MDO and the G-5 cannot be overstated. Early in mission analysis, MDOs begin to
  determine a potential deception goal. Commanders verbalize the deception goal as specific contributions to
  mission accomplishment (see paragraph 1-9).
  2-4. During mission analysis, planners identify potential deception objectives that enable forces to reach
  the deception goal. The deception objective is a concise statement of how the commander plans the enemy
  to act or not act (see paragraph 1-10). This objective provides the MDO with a clear aim. The objective is
  usually stated in a positive result, such as “deception will cause the enemy to delay commitment of reserve
  forces in the rear.” Having decided the deception objective, the planners formulate a detailed plan.
  2-5. Sometimes the commander’s initial guidance contains no specific guidance for deception planning to
  occur. In that case, the MDO uses the commander’s intent informed by the results of mission analysis to
  evaluate whether deception can or should play a role in the overall operation. That role, when identified, is
  then stated as a proposed deception goal and its associated deception objectives. Sometimes multiple
  deception goals exist based on such considerations as operational phasing, duration, or complexity.
  2-6. Deception is never conducted as an end in itself; it must support real plans, operations, and objectives.
  Correspondingly, the success of an operation cannot be contingent on the success of a deception. Policy
  prohibits deception from deliberately targeting anyone outside the enemy military decision-making process
  without further legal review (see paragraph 2-89 for more on legal considerations).
  MISSION ANALYSIS
  2-7. All military planning includes mission analysis. Mission analysis involves gathering, analyzing, and
  synthesizing information to get oriented on current conditions of an operational environment. MDOs in
  conjunction with staff planning efforts conduct mission analysis to better understand the situation and
  problem and to identify what deception the unit can accomplish, when and where it should be done, and why