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Disclaimer: The views in this paper are those of the author and do not necessarily reflect the
official policy or position of the Joint Staff, the Department of Defense (DOD), or the United
States Government (USG).
This is the Third Edition of the Commanders Critical Information Requirements (CCIRs)
Insights and Best Practices Focus Paper, written by the Deployable Training Division (DTD) ofthe Joint Staff J7 and published by the Joint Staff J7.
Third Edition: July 2013
Second Edition: April 2011
First Edition: July 2007
Written by Deployable Training Division. POC is Mr. Mike Findlay.
Deployable Training Division, Deputy Director Joint Staff J7, Joint Training
116 Lake View Parkway
Suffolk, VA 23435-2697
Email:[email protected]
Accessibility: DTD papers are available in PDF format on the following websites:
Joint Lessons Learned Information System (JLLIS) (CAC enabled and registration required):
https://www.jllis.mil/JSCC/apps/index.cfm
Joint Doctrine, Education, and Training Electronic Information System (JDEIS) (CAC enabled):
https://jdeis.js.mil/jdeis/index.jsp?pindex=0
All Partners Access Network (APAN) (Registration required):
https://community.apan.org/default.aspx
Joint Electronic Library (Public website):
http://www.dtic.mil/doctrine/index.html
Joint Staff J7 Joint Training Intelink (CAC enabled):
https://intelshare.intelink.gov/sites/jcw/jt/default.aspx
Releasability: There are no releasability restrictions on this publication. Approved for public
release; distribution is unlimited.
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CCIR:Information requirement identifiedby the commander as being critical tofacilitating timely decision making.
- Joint Publication (JP) 1-02
I found that common understanding to be the essential enabler
for fast-paced, decentralized operations. But the effort required
to attain and maintain that level of shared understanding is
remarkable - it takes changing how the entire commandprocesses and shares information - and runs starkly against the
grain of most layered command structures and processes - and
challenges the desire of many individuals and organizations to
control information.- Senior Flag Officer 2013
1.0 EXECUTIVE SUMMARY. CCIRs directly support mission command and commander-
centric operations (see definition at right).1CCIRs, as
a related derivative of guidance and intent, assist joint
commanders in focusing support on their decision
making requirements. We observe that CCIRs at most
operational level headquarters are developed tosupport two major activities:
Understanding the increasingly complex environment (e.g., supporting assessments thatincrease this understanding of the environment, defining and redefining of the problem, and
informing planning guidance).
Commander decision making, by linking CCIRs to the execution of branch and sequel plans.
This is a necessary and broader view than the more widely recognized role of CCIRs only
supporting well-defined decision points. Commanders direct involvement in guiding CCIR
development provides the necessary focus for a broad range of collection, analysis, andinformation flow management to better support decision making.
CCIRs at the higher echelons must support understanding of the increasingly complexenvironment characterized by global
interrelationships, massive informationflow, non-traditional and less
predictable adversaries, humanitarian
considerations (e.g., disaster relief),
and interdependence with our joint,interagency, and multinational
partners. These CCIRs must support
decisions on both lethal and nonlethalactions as we operate as part of a unified action and comprehensive, whole of government(s)
approach.
Insights:
CCIRs support commanders situational understanding and decision making at every echelonof command (tactical, operational, and theater-strategic). They support different decision sets,focus, and event horizons at each echelon.
Commanders at higher echelons have found that a traditional, tactical view of CCIRssupporting time sensitive, prearranged decision requirements is often too narrow to be
effective. This tactical view does not capture the necessity for better understanding the
environment nor the key role of assessment at the operational level. Further, operationalCCIRs, if focused at specific tactical-level events, have the potential to impede
subordinates decision making and agility.
Consider the role of CCIRs on directing collection, analysis, and dissemination of informationsupporting assessment activities a key role of operational headquarters in settingconditions.
2
1Joint Chiefs of Staff,Department of Defense Dictionary of Military and Associated Terms, Joint Pub 1-02,
(Washington, DC: 8 November 2010), p 52.2See Assessment Focus paper (July 2013). URL on inside front cover.
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Develop CCIRs during design and planning, not on the Joint Operations Center (JOC) floorduring execution.
CCIRs help prioritize allocation of limited resources. CCIRs, coupled with operationalpriorities, guide and prioritize employment of collection assets and analysis resources, and
assist in channeling the flow of information within, to, and from the headquarters.
Information flow is essential to the success of the decision making process. Clear reportingprocedures assist in timely answering of CCIRs.
Differentiate between CCIRs and other important information requirements like wake-upcriteria. Much of this other type of information is often of a tactical nature, not essential for
key operational level decisions, and can pull the commanders focus away from an operationalrole and associated decisions down to tactical issues.
CCIR answers should provide understanding and knowledge, not simply data or isolated bitsof information. Providing context is important.
CCIRs change as the mission, priorities, and operating environment change. Have a process toperiodically review and update CCIRs.
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2.0 UN
operatio
spend m
to betterenviron
accomplfind thatdeepene
design a
Globaliz
type andand also
informat
those deopen eco
interdep
presenceenvironeconomi
impacte
broader
The infoour adve
exponen
many waWe are s
that willheadqua
decentra
The lack
supporticonsistin
not be as
templatework as
terms of
military
Many ofinterdep
other to
informatexclusiv
and mak
ERSTAN
al environ
ch of their
understandent and the
shing theirthis understby assess
d planning.
tion directl
scope of oudictates wh
on is requir
isions. Tonomic syste
ndent glob
has broadeent is more, social, in
by them.
erspective
mation revsaries have
ially, both i
ys. The shetill working
aid decisioters to assis
ization, fed
of predicta
g informatig of loosely
predictable
s that may hell against
their militar
spects of t
our decisiondent team
ucceed in t
on requiremindset w
decisions.
ING TOD
ent has cha
ime workin
her progress i
ission. Wending,ent, drives
affects the
r decisionst kind of
ed to make
ays morem of
l markets, r
ed securitythan a militormational,
e regularly
f this envir
lution has cunpreceden
speed and
r volume oon our abili
making. Att in answeri
ration and
ility of our
on requiremorganized
as were ma
ave workedthese adver
y capabilitie
e mission a
s and inforwith our joi
days comp
ents are intth our joint,
YS COM
ged how w
g
adily-acces
responsibiliary battlefieand infrastr
hear from t
nment.
learly chanted ability t
volume. Th
informatioy to sift thr
the same tig subordin
ommon dat
adversaries
ents. Our adetworks wit
y of our fo
against a praries. Lastl
s; likewise,
d environ
ation requit, interage
lex security
rdependentinteragenc
3
LEX EN
e view CCI
sible comm
ties beyondld; its a netcture syste
e warfighte
ed the waytransmit a
is has affect
can camough this in
e, we are rtes CCIRs
abase desig
omplicates
versaries arh no discer
mer conve
edictable,, our adver
neither can
ent.
rements arecy, and mul
environme
. We have s, and multi
IRONME
s. As note
nications,
a solely milwork of int
s that imp
rs about the
we operated receive d
ed our infor
flage the crormation a
ecognizing, either dire
of our coll
our decisio
e both natioible hierarc
tional adve
ore doctrinsaries no lo
our CCIRs
tied to ourtinational p
t. Likewise
een the neeational part
T. Today, operation
nd ubiquito
itary concerrrelated polct on our d
requiremen
nd make dta and it is
mation requ
itical inford find the r
he need fortly or throu
ection and a
requireme
states andhical struct
saries. Deci
lly-based ager can be
e simply fo
artners. Wartners. We
our decisio
for an inclners in how
complexl command
us media
n. Theitical, militacisions and
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7/22/2019 Insights and Best Practices Focus paper, Commander's Critical Information Requirements, third edition (2013) Depl
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3.0 BR
REQUI
comman
action,have bro
decisionlevel HQinclude
executio
term assbroadeni
supporti
CCIRs d
focusedwhich ar
operatin
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here as
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effectivedecision
may inclinfrastru
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3See disc4The thre5ISAF Joi
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ers are full
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oth traditio
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g all three
octrinally c
n the advere focused o
in the pop
ent of COInt, Host Naents (HNI
nique Infor
IRs), to betthost natio
on the com
, bi/multilatorities or o
ly partner, d, and integr
de the statture, or sec
nal level co
ssion on missi
event horizot Command
W AND R
(CCIRs).
immersed
ernment(s)CCIRs to s
s of their ope decision ral, time se
ts as well a
ational undCIRs has p
vent horizo
ntain two c
sary and enfriendly fo
lation-centr
add a thirion Inform) which we
ation Req
er focus on. A Unique
ander nee
ral, host naher key sta
evelop plante with civi
s of provinrity forces
manders f
on sets of a C
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LE OF C
any joint
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pproach anpport the
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mponents:
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nformationR is
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think throug"need" to kn
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7/22/2019 Insights and Best Practices Focus paper, Commander's Critical Information Requirements, third edition (2013) Depl
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5
Centralized,
High Approval
Level
Decentralized,
Low Approval
LevelTime
The CCIRs associated with this broader comprehensive approach are different than those that
support only traditional time sensitive, current operations-focused decisions. Commanders haveexpanded these types of CCIRs to include information required in assessments that better drive
the far reaching planning decisions at the operational level.
We are also seeing the important role of CCIRs in prioritizing resources. This prioritization of
both collection and analysis resources enhances the quality of understanding and assessments,and ultimately results in the commander gaining better situational understanding, leading to
better guidance and intent, and resulting in a greater likelihood of mission success.
We have seen challenges faced by operational level commanders and staff that have singularly
followed a more traditional decision point-centric approach in the use of CCIRs. Their CCIRsare focused on supporting decisions for
predictable events or activities, and may
often be time-sensitive. This current
operations focus of their CCIRs oftenresults in unclear prioritization of
collection and analysis efforts supporting
assessment and planning in the futureoperations and future plans event
horizon. In such situations, collection
and analysis efforts supportingassessment and planning become ad hoc
and under-resourced.
As noted on the figure to the right,
assessment is central to deepening the understanding of the environment. We are finding thatmany commanders identify their critical measures of effectiveness as CCIRs to ensure
appropriate prioritization of resources. This prioritization of both collection and analysis
resources enhances the quality of assessments, better situational understanding, and betterguidance and intent.
Supporting Subordinates Agility. CCIRs can support (or hinder) agility of action. CCIRs
should address the appropriate commander-level information requirements given the associateddecentralized / delegated authorities and approvals. Alignment of CCIRs supporting
decentralized execution and authorities directly support empowerment of subordinates, while
retention of CCIRs at the operational level for information supporting decentralized activitiesslow subordinates agility, add unnecessary reporting requirements, and shift the operational
level HQs focus away from its roles and responsibilities in setting conditions.
The decentralization of both the decisions and alignment of associated CCIRs is key to agility
and flexibility. Operational level commanders help setconditions for subordinates success through mission-
type orders, guidance and intent, and thought-out
decentralization of decision/mission approval levels
together with the appropriate decentralization ofsupporting assets. They recognize the value of
decentralizing to the lowest level capable of integrating
these assets (see figure). Operational commanders
Assess
Commanders Assessment
What happened? (Analysis)
Why? So What? (Assessment)
What do we need to do?- Continue
- Reprioritize- Redirect
Assessment
Task AssessmentAre we doing th ings ri ght ?
Operational EnvironmentAssessment
Are we doing th e righ t things?
Campaign Assessment
Are we accom plis hing the missio n?
Interagency / Component
actively involved
in assessment Guidance / Intent
Planning Drawn from guidance Synchronized t hrough
CONOPS Resourcing:
appropriate to thedesired outcomes
Components / Outside Actors Orders vs requests Supporting / Supported
relationships
Insights
Need periodic revalidation of the basis of assessments
Dont confuse activity with progr ess
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6
enable increased agility and flexibility by delegating the requisite tactical level decision
authorities to their subordinates commensurate with their responsibilities. Decentralizingapproval levels (and associated CCIRs) allows us to more rapidly take advantage of
opportunities in todays operational environment as noted in the above figure. We see this as a
best practice. It allows for more agility of the force while freeing the operational commander to
focus on planning and decisions at the operational level.Together with decentralization of authorities, operational commanders also assist their
subordinates by helping answer the subordinates CCIRs either directly or through tailored
decentralization, federation, and common database design of collection and analysis assets.
Insights:
Broaden CCIRs at the operational level to support both traditional, time-sensitive executionrequirements and longer term assessment, situational understanding, and design and planning
requirements. Seek to provide knowledge and understanding, vice data or information.
Use CCIRs in conjunction with operational priorities to focus and prioritize collection andanalysis efforts supporting all three event horizons.
Many of the operational level decisions are not snap decisions made in the JOC and focusedat the tactical level, but rather require detailed analysis and assessment of the broaderenvironment tied to desired effects and stated objectives.
Operational level commanders have learned that the delegation of tactical level decisions totheir subordinates has allowed them to focus their efforts on the higher level, broader
operational decisions.
Support decentralized decision authorities by helping to answer their related CCIRs, not byretaining those CCIR (and associated reporting requirements) at the higher level. Retaining
CCIR at higher level for decisions that have already been delegated to a subordinate adds
unnecessary reporting requirements on those subordinates, slows their agility, and shiftshigher HQ focus away from its more appropriate role of setting conditions.
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4.0 CCI
develop
This pro
responsivalidatio
reportinmodifyidoctrine,
effective
Planners
planninghorizons
J2 is res
PIRs whfor devel
to the co
CCIRs sevent hoinformat
anticipat
operatioset of as
enabling
future op
Operatioof their
planningrequire
horizons
operatiospecific
require
assessmsubjecti
informat
(Diplom
Economiand envi
Branch a
require
6Branchesorganizati
flexibility
enemy actioperationa
DEVEL
ent of CCI
ess lays ou
ilities for dn, dissemin
, and maintg CCIRs).it still effec
process.
help develo
process acr(see figure
onsible for
le the J5 anoping FFIR
mander fo
pport decisizons boton require
ed decision
s event horessment/an
more far-re
erations an
nal level coCIRs durin
process. Wents transce
. Some deci
s event hornd time se
ents, while
nt focused,e. They ma
on require
tic, Inform
c) partner aonmental c
nd Sequel
ents at all l
are options bn and comma
o plans by an
on, availabilitl area. Joint C
PMENT,
s. We hav
specific
evelopment,tion, monit
nance (i.e.,hile not intively captu
p CCIRs du
oss all threeelow). Typ
developing
J35 are res; both are s
r approval.
ions acrosstime sensi
ents suppor
in the curre
zon, and thlyzed infor
ching deci
future plan
mands dedesign an
normally snding all th
ions in the
zon may hasitive infor
thers are b
and may bealso includ
ents on DI
tional, Mili
tions and cnditions.
xecution:
vels, the co
ilt into the bad relationshi
icipating situa
of friendly ciefs of Staff,
PPROVA
seen very
ring,
currentes an
ing the
eventically, the
roposed
ponsiblebmitted
hese
ll threeiveting
nt
broaderation
ions in
s.
elop manythe
ee decisionee event
urrent
e veryation
oader,
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E
ary,
pabilities
hile many
plexity of
e plan. Suchs, or changing
tions that coul
pabilities or roint Operatio
7
, AND DI
uccessful u
CIRs supp
todays env
ranches may ithe very natu
alter the basi
esources, or es, Joint Pub 3
SEMINAT
e of the CC
rt branch6
ronment m
nclude shiftine of the joint
c plan. Such s
en a change i-0, (Washingt
ION. ComIRs process
nd sequel7
kes the pre
priorities, chperations itse
ituations coul
the weatheron, DC: 11 Au
anders dri(see figure)
lan decisio
ictive
nging unitf. Branches a
be a result of
f season withigust 2011).
e.
d
n the
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8
development of all the potential specific decisions (and supporting CCIRs) that an operational
commander may face difficult. However, this difficulty doesnt mean that we should stopconducting branch and sequel planning at the operational level just the opposite. We must
continue to focus on both the why, so
what, what if, and whats next at the
operational level to drive collection andanalysis and set conditions for the success of
our subordinates. The complexity does
suggest, though, that some of our branch andsequel planning at the operational level may
not result in precise, predictive decision
points with associated CCIRs that we may beaccustomed to at the tactical level.
Additionally, unlike the tactical level, much
of the information precipitating operational
commanders major decisions will likely not come off the JOC floor, but rather through
interaction with others and from the results of thought-out operational level assessments. Muchof this information may not be in the precise form of answering a specifically worded and time
sensitive PIR or FFIR, but rather as the result of a broader assessment answering whether we areaccomplishing the campaign or operational objectives or attaining desired conditions for
continued actions together with recommendations on the so what.
Most CCIRs are developed during course of action (COA) development and analysis together
with branch and sequel planning. We normally see decision points transcending all three eventhorizons with associated PIRs and FFIRs (and in some cases, unique IRs such as HNIRs) as
depicted on the above figure. These PIRs and FFIRs may be directly associated with developed
measures of effectiveness (MOE)8. Analysis of these MOEs helps depict how well friendly
operations are achieving objectives, and may result in the decision to execute a branch or sequel
plan.
Some decision points in the current operations event horizon may have very specific and timesensitive information requirements, while those supporting branch and sequel execution are
normally broader and may be much more subjective. They will also probably include
information requirements on DIME partner actions/capabilities and adversary PMESIIconditions. Some examples:
Current operations decisions: These decisions will likely require time sensitive information onfriendly, neutral, and adversarys actions and disposition. Examples of decisions include:personnel recovery actions; shifting of ISR assets; targeting of high value targets; and
employment of the reserve.
Branch plan decisions: These decisions will likely require information from assessment onareas like: the adversarys intent and changing PMESII conditions, DIME partner, coalition,and host nation capabilities and requests, and target audience perceptions (using non-
7Sequels are subsequent operations based on the possible outcomes of the current operations victory, defeat, or
stalemate. In joint operations, phases can be viewed as the sequels to the basic plan. JP 3-0.8MOE definition: A criterion used to assess changes in system behavior, capability, or operational environment
that is tied to measuring the attainment of an end state, achievement of an objective, or creation of an effect. JP 1-
02.
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9
traditional collection means such as polls). Examples of decisions include: shift of main
effort; change in priority; refocusing information operations and public affairs messages;redistribution of forces; command
relationship and task organization
changes.
Sequel plan decisions: These types ofdecisions will be based on broadercampaign assessments providing
geopolitical, social, and informational
analysis and capabilities of partnerstakeholders. Examples of decisions
include: transitions in overall phasing
such as moving to a support to civilauthority phase; force rotations; or
withdrawal.
Planners normally develop decision
support templates (DST) to lay out these kinds of decisions and the associated CCIRs in moredetail (see figure). They help link CCIRs to the decisions they support. The adjacent figure
depicts some of the information provided to the commander to gain his guidance and approval.These DSTs also help provide the clarity to collection and analysis resources to focus effort and
information flow.
Insights:
Commanders drive development of CCIRs.
Planners help develop CCIR during the design and planning process across all three eventhorizons.
CCIRs at the operational level will likely include information requirements on DIMEpartner actions and capabilities and environmental conditions.
CCIRs change as the mission, priorities, and operating environment changes. Have a processto periodically review and update CCIRs to ensure relevance.
Decision Support Templates
Time
Sensitivity
RiskPotential ActionDecision Criteria
(PIR & FFIR)
DP
11
22
33
44
55
OPERATIONS
TIME
PH I PH II PH III
OPERATIONS
PH I PH II PH III
TIME
Branches
Sequels
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5.0 CCI
JOC (an
making.
recomm
The figu
depicts aComma
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linked Cdecision
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Many ofoff the J
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the
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the CCIRsC floor bu
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ndations o
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________
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And
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In many of the other longer term
assessment venues, we see various othermeans of providing this information
together with some form of
recommendations. We captured several
best practices in assessment venues onthe adjacent figure. These
recommendations are normally tied to
an identified potential decisiondeveloped in the future plans or future
operations event horizon.
Every command also identifies some
form of CCIR reporting hierarchy,specifies the submission priority
requirements, notification means (e.g.,
telephonically, in a designated briefing, etc.) and specific recipient (e.g., Commander, JOC
Chief, CoS, etc.) of the information. We have seen the requirement to clearly specify: whatconstitutes notification, i.e., phone call or email; to
whom, the aide, CoS, DCOM, or Commander; and
how soon does it have to be done (i.e., at the nextCUB, staff update, etc.). The figure to the right depicts
how one operational headquarters has provided
direction to its staff, subordinates, and stakeholders inreporting priorities for the various categories of
information. Recognize that this example categorizes
CCIRs as time sensitive information. Every commandhas to determine how to frame their CCIRs in terms of
both time sensitive and other high priority informationsuch as assessment results.
Insights:
Prominently display CCIRs within the JOC, other assessment areas, and on the HQ portal tofacilitate component and stakeholder awareness of CCIRs.
Clearly specify what constitutes notification, to whom, how soon it has to be done, and how toprovide status of notification efforts and results.
CCIR
FFIR/PIR
FLASH SIR
SIR
SIGACTS
(ACROSS THE DIME)
STANDARD REPORTS
(INCLUDE HN INFORMATION
REQUIREMENTS )
INFORMATION MANAGEMENT SUBMISSIONPRIORITY
FLASH
IMMEDIATE
PRIORITY
ROUTINE
Assessment
Collection
Team effort: Staff, Subordinates,Stakeholders, Commander
Collect on results of both Lethal andnon-lethal actions
Use non traditional means (e.g. Polls) Importance of Battlefield Circulation
Anal ysis
Hqs focus: Task, OE, Campaign level Balance Quantitative & Qualitative aspects
Dedicated cell supported by working groups Need for Collaboration & Inclusion
Key Commander role
Display Techniques
Trend or Stoplight chart for task, effect, objs
Geographic Orientation
(PMESII)
Storyboard
Recommendation
The so what word picture
The way ahead
(Continue, Reprioritize, Redirect)
Storyboard
Recommended Planning
Guidance & Intent (across DIME)
Periodic Review and Refinement
of Objectives, Conditions, & MOE.P M
ESII
PMESII condition(Green, Amber, Red)
Initial
Current & on planassessment, & Trend
51 2 3 4
A Projectedstatus
(DTG)
G A RG: On plan
A: Off plan but ok
R: Off plan need work
N: Not applicable yet
N
- Insights and Best Practices -
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Wakeup / Noti fication Criteria (Extract)Type of Event CDR DCO COS J3 JOC
ChiefJ-_ Other
FRAGO for
action
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GlossaryAbbreviations and Acronyms
GL-1
APAN All Partners Access Network
CCIR Commander's Critical InformationRequirement
COA Course of Action
COIN Counterinsurgency
CONOPS Concept of OperationsCoS Chief of Staff
CUB Commanders Update Brief
DCOM Deputy CommanderDIME Diplomatic, Informational,
Military, Economic
DST Decision Support TemplateDTD Deployable Training Division
FFIR Friendly Force Information
Requirement
HNIR Host Nation Information
RequirementsHQ Headquarters
ISAF International Security AssistanceForce
ISR Intelligence, Surveillance, and
ReconnaissanceJDEIS Joint Doctrine, Education, and
Training Electronic Information System
JLLIS Joint Lessons Learned InformationSystem
JOC Joint Operations CenterJP Joint Publication
MOE Measure of Effectiveness
OE Operational Environment
PIR Priority Intelligence RequirementPMESII Political, Military, Economic,
Social, Information, and Infrastructure
SIGACT Significant ActivitySIGEVENT Significant Event
SIR Specific Information Requirement;
Serious Incident Reports
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