Use what you learned in the previous lesson to solve real-world problems.

Check what you understood with a short quiz.

Follow how the staff converts commander guidance into facts, options, estimates, and recommendations. You’ll distinguish staff work from command decisions and see why both are needed.

Use what you learned in the previous lesson to solve real-world problems.

See how the chief of staff or executive officer keeps MDMP moving by managing time, meetings, products, and staff coordination. You’ll learn why process control matters when many people plan at once.

Use what you learned in the previous lesson to solve real-world problems.

Check what you understood with a short quiz.

Compare the main coordinating staff lenses: personnel, intelligence, operations, logistics, fires, protection, and communications. You’ll practice seeing how each staff section spots different problems in the same mission.

Use what you learned in the previous lesson to solve real-world problems.

Identify how special and personal staff members add expertise the core staff may not have, such as legal, medical, religious support, public affairs, or command sergeant major input. You’ll decide when a niche adviser needs early involvement.

Use what you learned in the previous lesson to solve real-world problems.

Check what you understood with a short quiz.

Trace how subordinate units participate through warning orders, liaison, backbriefs, and parallel planning. You’ll see how early communication lets lower units prepare before the final order is complete.

Use what you learned in the previous lesson to solve real-world problems.

Reason through how adjacent and supporting units affect the plan even when they are not under the commander’s direct control. You’ll look for coordination needs, dependencies, and handoff points between units.

Use what you learned in the previous lesson to solve real-world problems.

Check what you understood with a short quiz.

Follow how MDMP builds shared understanding by keeping assumptions, facts, constraints, estimates, and commander guidance visible to the team. You’ll see why a shared picture prevents separate groups from solving different problems.

Use what you learned in the previous lesson to solve real-world problems.

Distinguish a decision from a recommendation, update, or routine coordination item. You’ll learn to spot the moments when the commander must choose between options or accept risk.

Use what you learned in the previous lesson to solve real-world problems.

Check what you understood with a short quiz.

See how the commander and staff use decision points, CCIR, and decision support tools to prepare for choices during execution. You’ll connect planned triggers to faster decisions once the operation begins.

Use what you learned in the previous lesson to solve real-world problems.

Apply the one-third/two-thirds rule to protect subordinate planning time. You’ll see how commanders and staffs adjust detail, meetings, and products when time is short.

Use what you learned in the previous lesson to solve real-world problems.

Check what you understood with a short quiz.

Trace how planning becomes action through warning orders, the operation order, and fragmentary orders. You’ll see how each order type moves decisions and instructions to the people who must act on them.

Use what you learned in the previous lesson to solve real-world problems.

Check what you understood with a short quiz.

Review this chapter with practice based on your mistakes.