text: Planning for Short-Range Air Defense Operations
  * Each planning staff is different and habitual associations between the ADA battalion and batteries
  and their supported formations are critical to successful planning and execution of the missions.
  MDMP Step 2–Mission analysis. During this step, the staff analyzes all aspects of the mission and the
  higher headquarters’ plan. The battalion commander focuses on the mission and the specific roles of the
  battalion. The commander and staff review the division’s protection prioritization list and analyze which
  assets can be defended with the available SHORAD units. The resulting linkage of SHORAD forces to
  designated assets constitutes the protected asset list. The end products are the unit's restated mission,
  commander's initial guidance, mission analysis brief, intelligence estimate, and WARNORD.
  * Upon receipt of a WARNORD or mission, the SHORAD battalion S-2 conducts an IPB which
  includes air avenues of approach. The battalion S-2 provides the SHORAD battalion's air IPB for
  inclusion in the G-2's comprehensive IPB products. To predict how the enemy will use aerial
  platforms, the S-2 must develop refined IPB products. This process consists of four steps: define
  the battlefield environment, describe the battlefield effects, evaluate the threat, and determine
  potential threat COAs.
  * The S-2 leads the staff in the development of the battalion's IPB, which directly supports the
  decision-making process. Every commander and staff member needs to understand and apply IPB
  during the planning process. In an immature theater, detailed threat information may not be
  available. Consequently, a doctrinal template and decision support template must be produced in
  the absence of real time data. Regardless of the maturity of the AO, IPB goals are the same; the
  S-2 must help the commander and the staff visualize the battlefield in time and space. Working
  with the battalion operations staff officer (S-3) and other staff members, the S-2 must identify
  enemy fixed- and rotary-wing air avenues of approach into the division's AO as well as developing
  air named area of interest (NAI) for detecting enemy aircraft/missiles in-bound to targets in the
  division AO. When a change of mission is received and situation permitting, the S-2 should
  accompany the battalion commander to the division main, for instance, to assist in the deliberate
  decision-making process. The S-2's presence at that location makes IPB refinements immediate,
  and also allows the S-2 to work directly with the G-2 to ensure receipt of the most current
  information. See Appendix C for more information on the air IPB.
  * The S-3 uses the criticality, vulnerability, and threat methodology to determine the allocation of
  SHORAD units to the division's critical assets. After reviewing all assets on the protection
  prioritization list, the S-3 considers and ranks the importance of each based upon how critical they
  are to the commander's mission, how vulnerable they are to damage and reparability, and how
  likely they are to be targeted by air and missile threats.
  * The battalion logistics staff officer (S-4) plans for fuel and ammunition resupply, maintenance and
  medical care for all units. The S-4 coordinates with the division G-4 (known as assistant chief of
  staff, logistics) and logistic support units, such as the brigade support battalions of the BCTs which
  the SHORAD batteries are supporting, for common sustainment needs such as food, fuel, and
  equipment maintenance. The S-4 will also plan for the deployment of battalion maintenance
  contact teams to support the specific SHORAD equipment needs of the deployed batteries.
  * The commander develops the commander's intent for the mission and planning process and issues
  guidance to the staff on potential COAs for the staff to develop. The commander's intent contains
  the overall mission purpose, acceptable risk, resulting end state, prevailing AMD tenets, and any
  additional information that will serve to guide the staff. Immediately after the commander gives
  the planning guidance, the staff can send subordinate units a WARNORD that contains, at a
  minimum, the approved mission statement, the commander's intent, changes to task organization,
  unit AO sketch or overlay, commander's critical information requirements, risk guidance, specific
  priorities, and an updated operational timeline.
  MDMP Step 3–COA development. As a prelude to COA development, the commander briefs the
  division commander and staff on the proposed air defense protected assets to support the division’s mission
  and division commander’s intent. Upon acceptance, or with directed changes, the SHORAD commander
  begins to size (task organize) and allocate SHORAD forces to the designated assets. Based on the mission,
  IPB results and the commander's intent and guidance, the staff will begin developing courses of action. Each
  COA must meet the following screening criteria: