text: Appendix B
  B-18. During step two of IPB, the targeting team seeks to understand the impact of the environmental effects
  on operations and the operational and mission variables. These might include, but not limited to the
  following:
  * The impact and continuing assessment of the modified combined obstacle overlay (MCOO).
  * The effects of weather and terrain.
  * Civil capabilities and vulnerabilities that can be leveraged to affect operations.
  B-19. During steps three and four of IPB, the intelligence staff uses all relevant intelligence products, threat
  templates, models, characteristics, and matrices to evaluate the threat. This is done to understand how they
  can affect friendly operations and to determine possible courses of actions that can enable friendly forces'
  mission accomplishment. Each warfighting function and staff section contribution to steps three and four of
  IPB is crucial in understanding the various functions and the critical capabilities the enemy requires and
  depends on to accomplish missions.
  B-20. During the IPB process, the targeting team should have a clear understanding of civil capabilities that
  can affect friendly and enemy operations. The team identifies threat forces critical capabilities, requirements,
  dependencies, and vulnerabilities. This will lead to the identification of HVTs and potential HPTs for COA
  development and war gaming.
  COLLECTION MANAGEMENT
  B-21. Successfully collecting timely, relevant, and useful information requires the staff to plan for and use
  well-developed procedures and flexible planning to facilitate situational understanding, track emerging
  targets, adapt to changing operational requirements, and meet the requirement for combat assessment. The
  collection management team participates in various meetings, such as intelligence synchronization meetings,
  operational update briefs, and targeting working groups. Routine exposure to these meetings assists collection
  management teams in understanding important aspects of and considerations for operations and fires.
  B-22. Both collection management and intelligence analysis are driven by PIRs, targeting intelligence
  requirements, and other intelligence requirements to develop information collection recommendations. These
  recommendations assist in the tasking or requesting of collection assets to collect information, which results
  in timely, accurate, relevant, and predictive intelligence that answers the commander's requirements.
  B-23. The collection management team, commander, requesters, and the rest of the staff collaborate to define
  what requirements to collect against and when to collect. The collection management team must:
  * Be heavily involved in all aspects of the targeting process.
  * Rely on the knowledge generated from mission analysis and the IPB process to ensure the
  collection management plan is structured to meet target intelligence requirements.
  * Use knowledgebase about the enemy and other relevant aspects of the OE to develop requirements
  that are strongly connected to decision points and targeting intelligence requirements that will
  affect operations.
  B-24. The collection management team, operations staff, and collection assets (or assets' C2 element)
  collaborate to specify what assets should collect against target intelligence requirements and define when,
  where, and how to employ those assets and PED capabilities.
  B-25. The collection management plan is an output of the completion of MDMP. This plan guides the
  information collection efforts and drives analysis in support of targeting and providing combat assessments.
  The collection management plan includes the following:
  * Evaluating collection assets, including their availability, capability, sustainability, and
  vulnerability.
  * Collection Strategy.
  * Collection management tools (information collection matrix, information collection
  synchronization matrix, information collection overlay).
  * Annex L (Information Collection).