text: Intelligence Operations
  EXECUTE
  6-53. Execution is the act of putting a plan into action by applying combat power to accomplish the mission
  and adjusting operations based on changes in the situation (ADP 5-0). MI leaders ensure their unit—
  ⚫ Is properly staged with the supported unit and in the right order of movement.
  ⚫ Monitors asset locations and supports and ensures force protection of these elements.
  ⚫ Is on the right communications network and conducts communications checks.
  ⚫ Reports technical, threat, and administrative information through the appropriate
  communications network (operations and intelligence) as specified in reporting guidelines
  established in Annex B (Intelligence) and unit SOPs.
  ASSESS
  6-54. Assessment is determination of the progress toward accomplishing a task, creating a condition, or
  achieving an objective (JP 3-0). Assessing allows the MI commander to determine the existence and
  significance of variances in the operation as envisioned in the initial plan. During execution, assessing an
  operation is an essential and continuous task. It is a deliberate comparison of previously templated outcomes
  to actual events, using the commander’s criteria for success to judge operational success at any point during
  the operation. The MI unit commander assesses probable outcomes of the ongoing operation to—
  ⚫ Determine whether changes are required to accomplish and complete the mission.
  ⚫ React to threats.
  ⚫ Take advantage of opportunities.
  6-55. As the situation changes, MI leaders adjust the information collection plan to keep information
  collection tasks synchronized with the overall operation, optimize collection, and support future operational
  planning.
  6-56. MI leaders assess intelligence operations by—
  ⚫ Collaborating with collection managers to—
  ▪ Identify if information requirements have been satisfied.
  ▪ Evaluate the quality and accuracy of reported information.
  ▪ Adjust the information collection plan based on the remaining information gaps.
  ⚫ Requesting feedback from technical authorities (such as the G-2X) on the efficiency of information
  collection activities, and to identify the right collection activity to support the mission.
  ⚫ Attending after action reviews with the supported commander and staff to assess how well the
  MI element integrated with and supported the unit during the mission. These after action reviews
  should include the—
  ▪ Integration of the MI element into the larger mission plan.
  ▪ Effectiveness of supporting the commander’s information requirements.
  ▪ Identification of equipment or personnel deficiencies.
  ▪ Identification of lessons learned and emerging TTP that can better support the unit in the
  future.
  TASK-ORGANIZING
  6-57. The staff carefully considers the appropriate command or support relationship needed for each situation
  based on several factors, including proper intelligence authorities. The staff balances responsive support to
  the augmented unit with flexibility to distribute low-density, high-demand collection assets, as necessary,
  across the various echelons. The MI commander normally provides recommendations to the staff in matters
  of task-organizing collection assets and outlines the effects of the command and support relationships being
  considered. In coordination with supported units, the staff determines command and support relationships,
  as well as additional operational requirements (such as language support considerations [see appendix E]),
  along with the mission variables (METT-TC [I]) when developing plans and orders. The following discussion
  addresses factors to consider for intelligence operations. (See FM 5-0 for doctrine on task-organizing.)