This document provides guidance on conducting mission analysis according to FM 5-0. It outlines the 16 steps of mission analysis, including restated mission, commander's intent, risk assessment, information requirements, and initial warning order. Key outputs of mission analysis are updated staff estimates, initial IPB products, restated mission, commander's planning guidance, and warning order #2. The document also discusses developing courses of action, including analyzing relative combat power and generating options for meeting the mission.
Evaluate the battlefield’s effects on friendly and enemy operations.
Determine the enemy’s possible COAs and arrange them in the order that the enemy will do them.
Identify key enemy assets (High Value Targets (HVTs)) for each enemy COA and where they will appear on the battlefield (Target Area of Interest (TAIs)).
Identify the activities, or lack of activities, and where they will occur on the battlefield. These activities will assist in identifying which COA the enemy adopts
This frameworks is a layered top-down view of PMESII-DIME in relation to national actors in any operational environment. The Operational Environment (OE) is shared across actors, with each actor striving to change the OE to their liking, through top down DIME strategies/decisions/actions that influence component PMESII systems, resulting in bottom up emergence of change/impact. The collective influences evolve the OE forward until some stable equilibrium is achieved.
Evaluate the battlefield’s effects on friendly and enemy operations.
Determine the enemy’s possible COAs and arrange them in the order that the enemy will do them.
Identify key enemy assets (High Value Targets (HVTs)) for each enemy COA and where they will appear on the battlefield (Target Area of Interest (TAIs)).
Identify the activities, or lack of activities, and where they will occur on the battlefield. These activities will assist in identifying which COA the enemy adopts
This frameworks is a layered top-down view of PMESII-DIME in relation to national actors in any operational environment. The Operational Environment (OE) is shared across actors, with each actor striving to change the OE to their liking, through top down DIME strategies/decisions/actions that influence component PMESII systems, resulting in bottom up emergence of change/impact. The collective influences evolve the OE forward until some stable equilibrium is achieved.
Strategic Wargaming For Business Presentation to Deloitte's 50 Best Managed C...Fred Aubin, CD MCGI
Strategic Wargaming For Business - “Execution excellence through disciplined rehearsal” - Presented by Paul Roman and Fred Aubin to Deloitte's 50 Best Managed Companies Symposium at the Metro Toronto Convention Centre on 16 April 2013
We understand!, Wo wants to pay $9.99 for access without knowing what you are going to get? That is why we set up this page, so you can see three types of classes you might possibly get here at PowerpointRanger.com, plus 3 free classes just for looking.
Tu Mu, Chinese military commentator, said, “If I wish to take advantage of the enemy I must perceive not just the advantage in doing so but must first consider the ways he can harm me if I do.” A key part of waging war and offensive strategies in the proposal world is to war game in a Black Hat review where we create potential war scenarios by aligning ourselves and our allies against a set of opponents. Each team assumes the competitor mindset and prepares as if they are the competition. Each team collects intelligence and develops their battle plans and using rules created to closely simulate battle (proposal evaluation) conditions, play out the war game in front of the evaluators. Only one team is victorious, we gain valuable insight into the strategies of our competition, and gather lessons learned. In this session, we explore the Black Hat process, how to define the competitive information you need upfront, develop high producing teams, optimize the teams’ products and leverage them in your proposal.
This presentation explains what foresight consist of, how it contributes to face change, and the different steps to face changes from identifying the forces of change to defining real strategies.
Check out "Empowering local organisations through foresight" by Robin Bourgeois, Senior Foresight Advisor, GFAR Secretariat at: http://bit.ly/17GoTt4
Mission-driven Intelligence Analyst with over eight years of experience and expertise in conducting all-source intelligence analysis, geospatial intelligence, all source, open source intelligence, signals intelligence, human intelligence analysis, and targeting to directly support more than 2,500 military personnel and government employees within the PACOM and CENTCOM AOR. Proven record of applying advanced intelligence analytic skills to identify, assess, interpret, and report potential threats and adversarial vulnerabilities. Ability to work collaboratively with inter-agency Department of Defense personnel in high-pressure situations and under tight deadlines and brief on military-political leadership, national military strategy, strategic doctrine, and regional relations with regards to their impact on force developments. Experienced security manager, supporting security functions with experience in facility security management as well as managing personnel security clearances.
IMP & WBS - Getting Both Right is ParamountGlen Alleman
The WBS is the starting point for program success. It tells us what DONE looks like in terms of deliverables.
The Integrated Master Plan (IMP) tells us how the increasing maturity of the deliverables will be assessed at each Program Event.
Integrated Master Schedule (IMS) tells us the order of the Work Packages needed to produce this increasing maturity.
INTL304 – Intelligence CollectionStrategic and Tactical Intelligen.docxdoylymaura
INTL304 – Intelligence Collection
Strategic and Tactical Intelligence Collection Requirements:
In this first week you will be looking at the differences between strategic and tactical intelligence collection, which address quite different problems and have different pressures and demands. To complete this discussion board you should review IIE Part 3 (3.doc), Strategic Intelligence, review the IPB, and CIA collection operations. Also review chapter 12 in the Clark book.
Once you are prepared please address the following question: Your initial post should be a substantive 250+ words, student responses 250+ words
Identify at least 5 significant differences (there are many more) between intelligence collection for strategic analysis and intelligence collection for tactical military requirements. Remember to take a strategic view of this question. Think about source of requirements, tasking of platforms, turnaround times, the effect on analysis, collection planning, etc.
Use examples, demonstrate you have read the materials, and apply critical thinking skills to earn maximum points on this board. Show your sources as well...it assists in the rigor of your thinking. You are welcome to draw on additional readings, but your work must at least reflect that you've completed the required readings.
Student Response #1 – Michael
One of the many significant differences between strategic and tactical intelligence is what it is used for and who the major consumers are for each type. Strategic intelligence is used to create strategy, plans and policy at the nation and theater level and created by national security issues.1 Where tactical intelligence is used for planning and conducting tactical operations and used by field commanders.2 This creates a completely different consumer set for each type of information produced.
Another difference is how Intelligence Preparation of the Battlefield (IPB) is conducted. For strategic levels the theater is evaluated and the doctrinal principles are applied in a long range large scale model. This means that every aspect of the theater is looked at from geography to the local belief systems and the overall operational plan (example: Enduring Freedom) is created and sent to the tactical units. IPB for the tactical units is what I and my team did in Afghanistan. As the ISR collection manager I used every asset I had available to collect on the terrain and saturate the target area with ISR. Mean while my team dug though the databases and HUMINT information available and created target packages. Each time we did a major air assault we had nine to ten weeks of collection going on before the troops left the Forward Operating Base (FOB). The difference is in this order. Kabul looked at the theater and conducted IPB based on that, while Kandahar conducted regional IPB’s and fed that to Kabul, we conducted area IPB in support of combat missions and fed that to both regional and theater IPB’s.3
Weather is anot.
• Be able to describe the difference between preparedness and readiness.
Preparedness: is planning, development of SOPs, specification of roles and responsibilities, staging of equipment, training staff, connecting integral systems, and exhibiting masterful awareness of required actions and tasks related to an emergency response function.
-Deals with all the preliminary training, standard operating procedures (SOPs), equipment practice, and performing of the routines of emergency response
Readiness: is the actual demonstration and execution of essential emergency functions and tasks at the highest possible level of effectiveness in an actual crisis or in realistic emergency exercise situations.
-is the actual demonstration of emergency response capability under deployed conditions to respond effectively to all-hazard crisis.
page. 2
• Be able to describe the difference between an Emergency Operations Plan (EOP) and an Exercise Plan (ExPlan)
• DIFFERENCES: the objectives of each. EOP provides the pre-disaster guidance outlining what safety measures and protective actions can be completed given an emergency situation. EXPlan outlines how a group of emergency works and first responders will be expected to handle and overcome an emergency situation.
• Roles and responsibilities are delineated by EOPs and ExPlans are designed to test them.
• Page 5
Emergency Operations Plan (EOP): intended to provide an overall guide outlining major facilities, buildings, risk zones, and expected hazards for which the managing or governing, organization is responsible to safeguard.
Objective 1: identify the risk and hazard issues for the territorial space that the organization, group, business, or government retains for responsibility to protect and safeguard. Provide guidance to inhabitants, employees, visitors, and all who enter the risk domain and territory bored by the EOP on what to do and how to behave in different risk, hazard, or crisis situations.
Outline steps necessary for reacting to an emergency event and they will usually identify which organizational unit is primarily responsible for responding to the crisis and getting it under control. Written in two ways: innocent unsuspecting victims OR highly trying and skilled workers and responders.
Exercise Plan (ExPlan): is an outline of how the emergency rescue workers and first responders decide to handle the crisis. It may involve well-known situation like orderly evacuation of a dormitory or office building for a bomb threat. Or it can be complex and unexpected how to protect workers on upper floors from toxic fumes in air handling system or evacuate a major railway from tanker spill of chlorine gas.
The company was formed in 1908 as an investment company of Buick Motor Company with William C. Durant as the owner. It proliferated to acquire other companies such as Oldsmobile, Oakland, Rapid Motor Vehicle Company, and McLaughlin of Canada. In 1929, the company expanded to be the leading passenger car manufacturer surpassing the Ford Motor Company, which was the leading manufacture. It proceeded and extended its operations overseas, where it became the world's leading motor vehicle manufacturer in the world by 1931
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Skye Residences | Extended Stay Residences Near Toronto Airportmarketingjdass
Experience unparalleled EXTENDED STAY and comfort at Skye Residences located just minutes from Toronto Airport. Discover sophisticated accommodations tailored for discerning travelers.
Website Link :
https://skyeresidences.com/
https://skyeresidences.com/about-us/
https://skyeresidences.com/gallery/
https://skyeresidences.com/rooms/
https://skyeresidences.com/near-by-attractions/
https://skyeresidences.com/commute/
https://skyeresidences.com/contact/
https://skyeresidences.com/queen-suite-with-sofa-bed/
https://skyeresidences.com/queen-suite-with-sofa-bed-and-balcony/
https://skyeresidences.com/queen-suite-with-sofa-bed-accessible/
https://skyeresidences.com/2-bedroom-deluxe-queen-suite-with-sofa-bed/
https://skyeresidences.com/2-bedroom-deluxe-king-queen-suite-with-sofa-bed/
https://skyeresidences.com/2-bedroom-deluxe-queen-suite-with-sofa-bed-accessible/
#Skye Residences Etobicoke, #Skye Residences Near Toronto Airport, #Skye Residences Toronto, #Skye Hotel Toronto, #Skye Hotel Near Toronto Airport, #Hotel Near Toronto Airport, #Near Toronto Airport Accommodation, #Suites Near Toronto Airport, #Etobicoke Suites Near Airport, #Hotel Near Toronto Pearson International Airport, #Toronto Airport Suite Rentals, #Pearson Airport Hotel Suites
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Explore our most comprehensive guide on lookback analysis at SafePaaS, covering access governance and how it can transform modern ERP audits. Browse now!
4. High Value Targets T-90S / BMP-3K / AMX-10 HOT-3 / PZF3T600 Maneuver 3 2S5 / 2S19 / 2S23 / W87 Fire Support BRM-3K / BMP-3M / MOTORCYCLE / SPF / DISMOUNTED OP ISR 1 System Category Phase T-90S / BMP-3K / PZF3T600 Maneuver BRM-3K / BMP-3M / MOTORCYCLE / SPF / DISMOUNTED OP ISR 2 GMZ / UMZ / BAT-2 / MDK / IMR / PMZ Engineer 2S5 / 2S19 / 2S23 / W87 Fire Support UMZ / GMZ / IMR / BAT / PMZ Engineer GMZ / UMZ / BAT-2 / MDK / IMR / PMZ Engineer 2S5 / 2S19 / 2S23 / W87 Fire Support
5. Event Matrix Dismounted Squad NAI 10 EN Recon NAI 2 COA 4 CO Sized element Vic EA Smash South Dismounted Squad NAI 9 COA 3 CO sized element Vic EA Smash Center Dismounted Squad NAI 8 3 Armored Vehicles NAI 5 EN Recon NAI 3 COA 2 CO sized element Vic EA Smash North Dismounted Squad NAI 7 3 Armored vehicles NAI 4 EN Recon NAI 3 COA 1 H + 120 H + 90 H + 60 H + 30
![Significant Impacts ,[object Object],[object Object],[object Object],[object Object],[object Object]](https://image.slidesharecdn.com/militarydecisionmakingprocessmar083-124026312267-phpapp01/85/Military-Decision-Making-Process-Mar-08-3-1-320.jpg)
![High-Value Target (HVT) / High-Payoff Target (HPT) ,[object Object],[object Object],FM 34-130, 1994, p. Glossary-7](data:image/gif;base64,R0lGODlhAQABAIAAAAAAAP///yH5BAEAAAAALAAAAAABAAEAAAIBRAA7)