text: Chapter 2
  2-2. The delineation of targeting duties and responsibilities are necessary to prevent the duplication of effort
  and misuse of resources. Targeting team members at echelon must understand the ground scheme of
  maneuver to ensure synchronized coordination measures to facilitate attack of targets.
  2-3. Targeting is cyclic and must keep up with the constantly changing OE. The tools and products
  explained later in this chapter, must be updated based on combat assessment. Decisions are rarely made
  without information from previous targeting cycle.
  DECIDE, DETECT, DELIVER, ASSESS
  2-4. D3A consists of four functions:
  * Deciding what, when, where, and how to employ capabilities against targets.
  * Detecting targets.
  * Delivering appropriate capabilities to create desired effects (conducting the operation).
  * Assessing the effects of engagement(s).
  DECIDE
  2-5. The decide function begins the targeting cycle and is applied throughout the Operations Process (Plan,
  Prepare, Execute, Assess). Decisions made during planning will be evaluated and revisited during
  preparation and execution, ultimately leading to effective assessments. The targeting team must be conscious
  of the decisions made and adjust them during rehearsals, individual, and collective training. The endstate is
  to ensure the proper capabilities are integrated and synchronized in the proper geographic locations, at the
  right time to create desired effects. Following engagement, how and what assessment must be decided upon.
  The application of commander’s guidance is implemented throughout the steps of MDMP and refined until
  mission completion.
  2-6. The outcome of success results in efficient employment of capabilities, favorable force ratios, and the
  accomplishment of all assigned tasks and objectives. The following are the consequences of failure:
  * Enemy prevents friendly forces from achieving tasks and objectives potentially leading to mission
  failure.
  * The commander is presented with unachievable solutions (capabilities are out of range).
  * Resources are misused (inaccurate weaponeering or firing solution, mismanagement of
  ammunition, employment of wrong capability).
  * Force ratios are unfavorable (Failure to see the enemy, lack of anticipation to support
  subordinates).
  * Subordinate echelons improperly resourced (Task organization, information collection, delivery
  capabilities).
  2-7. With this information, the targeting team and appropriate staff officers can prepare their respective
  running estimates. From the standpoint of targeting: the FS, intelligence, information capabilities, influence
  capabilities, and operations estimates are interrelated and closely coordinated among each cell.
  2-8. This function provides the overall focus and sets priorities and criteria for information collection and
  engagement planning. The decide function draws heavily on the staff's knowledge of the enemy (to include
  their tactics, culture, and ideology), a detailed IPB, and continuous assessment of the situation. Targeting
  priorities must be addressed for each phase or critical event of an operation. The targeting team works in
  concert to draft targeting guidance and priorities for the commander. Once approved, the decisions made are
  reflected in the following foundational products:
  * HPTL.
  * TSS.
  * AGM.
  * ICSM.
  * TSM.