text: Chapter 3
  3-50. Commanders and staffs measure the success of the analytical and production effort by the products
  provided and their ability to answer or satisfy the CCIRs, intelligence requirements, and information
  requirements.
  COURSE OF ACTION DEVELOPMENT
  3-51. Using the continually updated IPB products and the enemy situation template, the intelligence staff
  must integrate information collection considerations to develop friendly COAs. In many cases, the
  information collection considerations for each COA are similar depending on the characteristics of the
  friendly COA.
  3-52. The operations and intelligence staffs must collaborate on information collection considerations to
  support each course of action developed. The staff works to integrate its available resources into an
  integrated plan. Intelligence and operations staffs focus on the relationship of collection assets to other
  friendly forces, the terrain and weather, and the enemy.
  3-53. The development of NAIs and TAIs based upon suspected enemy locations drive the employment of
  collection assets. The staff considers how to use asset mix, asset redundancy, and asset cueing to offset the
  capabilities of the various collection assets.
  3-54. During COA development, the staff refines and tailors the initial CCIRs for each COA. Technically,
  these are initial requirements for each course of action. Later in the MDMP, once a COA is approved, the
  commander approves the final CCIR, and the staff publishes it.
  COURSE OF ACTION ANALYSIS (WAR GAME)
  3-55. The intelligence staff records the results of COA analysis and uses that information to develop the
  requirements planning tools. The entire staff uses the action-reaction-counteraction process to move
  logically through the war gaming process. These events have a bearing on the assets recommended for
  tasking to the operations staff.
  ORDERS PRODUCTION, DISSEMINATION, AND TRANSITION
  3-56. Orders production is putting the plan into effect and directing units to conduct information collection
  tasks. The staff prepares the order by turning the selected COA into a clear, concise concept of operations
  and supporting information. The order provides all the information subordinate commands need to plan and
  execute their operations. However, this is not the first time subordinate commanders and their staffs have
  seen this data. In the parallel and collaborative planning process, planners at all echelons are involved in the
  orders process.
  INFORMATION COLLECTION ASSESSMENT
  3-57. Assessment is the determination of the progress toward accomplishing a task, creating a condition, or
  achieving an objective (JP 3-0). Assessment guides every operations process activity. Assessing
  information collection activities enables the operations and intelligence staffs to monitor and evaluate the
  current situation and progress of the operation. This ensures all collection tasks are completely satisfied in a
  timely manner.
  3-58. Staffs begin assessing information collection task execution with monitoring and reporting by
  collection assets as they execute their missions. Staffs track reporting to determine how well the
  information collection assets satisfy their collection tasks. The desired result is relevant information
  delivered to the commander before the latest time information is of value (LTIOV).
  3-59. The running estimate informs the staff of the status of collection on all requirements. A running
  estimate is even more effective when staffs compare previous ones that refer to the same time. This
  comparison grades accuracy and relevancy of the prediction to what actually occurred enabling the staff to
  develop COAs that avoid repeating mistakes.