MCWP 3-40.2 Information Management 3-40.2 Inform… · DEPARTMENT OF THE NAVY Headquarters United States Marine Corps Washington, D.C. 20308-1775 24 January 2002 FOREWORD Marine Corps

MCWP 3-40.2

Information Management

U.S. Marine Corps

PCN 143 000094 00

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DEPARTMENT OF THE NAVYHeadquarters United States Marine Corps

Washington, D.C. 20308-1775

24 January 2002

FOREWORD

Marine Corps Warfighting Publication (MCWP) 3-40.2, Information Management, buildson the doctrinal foundation established by Marine Corps Doctrinal Publication 6, Commandand Control. As set forth in MCDP 6, information management is one of the three basic el-ements of command and control (C2), the other two elements are people and C2 support.MCWP 3-40.2 explains how information supports the C2 process and how it assists thosewho plan, decide, execute, and assess. It presents all users and handlers of information witha variety of techniques and guidelines to manage information effectively in order to supportthe assessment and decisionmaking processes. Specifically, MCWP 3-40.2 discusses thefundamentals of information, personnel responsibilities, C2 support structure development,and security of information.

Reviewed and approved this date.

BY DIRECTION OF THE COMMANDANT OF THE MARINE CORPS

EDWARD HANLON, JR.Lieutenant General, U.S. Marine Corps

Commanding GeneralMarine Corps Combat Development Command

DISTRIBUTION: 143 000094 00

Information Management_________________________________________________________________________________________ iii

INFORMATION MANAGEMENT

TABLE OF CONTENTS

Chapter 1. Fundamentals of Information

Information and the Commander . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-1Principles . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-2

Use Requirements to Define the Information Flow . . . . . . . . . . . . . . . 1-2Tailor Information for the Commander . . . . . . . . . . . . . . . . . . . . . . . . 1-3Use Multiple Sources of Information . . . . . . . . . . . . . . . . . . . . . . . . . 1-3Deliver Information on Time . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-3Dissemination Accurate and Relevant Information . . . . . . . . . . . . . . . 1-3Create Flexible and Redundant Procedures and Plans . . . . . . . . . . . . 1-3Protect Information Through a Vigorous Security Program . . . . . . . . 1-3

Classes of Information Within an Information Hierarchy . . . . . . . . . . . . . . 1-3Raw Data . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-4Processed Data . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-4Knowledge . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-4Understanding . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-5

Characteristics of Quality Information . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-5Information Format. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-5Focusing Information Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-5

Commander’s Intent . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-5Commander’s Guidance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-6Commander’s Critical Information Requirements . . . . . . . . . . . . . . . . 1-6

Decisionmaking . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-6Assessment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-6Understanding Information . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-7Planned Decisions. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-8Spontaneous or Unplanned Decisions . . . . . . . . . . . . . . . . . . . . . . . . . 1-9

Information Management During Joint, Combined, andMultinational Operations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-10

Chapter 2. Personnel and Duties

Key Information Management Personnel . . . . . . . . . . . . . . . . . . . . . . . . . . 2-1Commander . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-1Chief of Staff/Executive Officer. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-1Primary Staff. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-1Information Management Officer. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-2Staff Section Information Managers. . . . . . . . . . . . . . . . . . . . . . . . . . . 2-2Request for Information Manager . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-3Common Tactical Picture/Common Operational

Picture Manager . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-3Webmaster . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-3

iv ______________________________________________________________________________________________________ MCWP 3-40.2

Subordinate Unit and Higher HeadquartersInformation Management Officers . . . . . . . . . . . . . . . . . . . . . . . . 2-4

Organizations That Influence Information Management . . . . . . . . . . . . . . . 2-4Combat Operations Center, Tactical Air Operations Center,

and Combat Service Support Operations Center . . . . . . . . . . . . . 2-4Combat Intelligence Center . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-4Future Operations Section. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-4Future Plans Section . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-5

Security Personnel . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-5Information Security Manager . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-5Special Security Officer . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-5 Information Systems Security Officer . . . . . . . . . . . . . . . . . . . . . . . . . 2-5Operations Security Officer . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-5

User Responsibilities. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-6

Chapter 3 Command and Control Support Structure Development

Information Flow . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-1Location of Information . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-1Mobility. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-1Accessibility . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-1Filter/Fusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-1Push Versus Pull . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-2

Information Management C2 Support Structure. . . . . . . . . . . . . . . . . . . . . . 3-2Process Flow . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-2Configuration Flow . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-2Personnel Requirements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-3

Documentation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-3Information Management Matrix . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-3Daily Battle Rhythm Matrix . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-3Decision Support Matrix . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-3

Request for Information Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-4Information Manager . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-4Submission Guidelines . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-4Validation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-5Submission to Higher Headquarters . . . . . . . . . . . . . . . . . . . . . . . . . . 3-5Responses . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-6Major Subordinate Command Procedures . . . . . . . . . . . . . . . . . . . . . . 3-6

Information Management Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-6Networks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-6

Information Management__________________________________________________________________________________________ v

Chapter 4 Security

Information Assurance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-1 Information Protection . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-1Threats . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-2

Accidental Threats . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-2Attacks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-2Protection . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-3

Information Security . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-3Access to Classified Information . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-3Security Marking of Documents. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-4Computer Disk Classification. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-4Classified Destruction. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-4

Future, Multi-Level Security Requirements . . . . . . . . . . . . . . . . . . . . . . . . . 4-4

Appendices

A Information Management’s Support of Planning . . . . . . . . . . . . . A-1B Information Management Tools and References . . . . . . . . . . . . . . B-1

Notes

Glossary

References and Related Publications

CHAPTER 1FUNDAMENTALS OF INFORMATION

The term information generically refers to all facts,data, or instructions in any medium or form. Thecommander requires quality information to under-stand situations and events and to quickly controlthe challenges that confront him. Marine CorpsDoctrinal Publication (MCDP) 6, Command andControl, states that information serves two pur-poses: to help create situational awareness as thebasis for decisions and to direct and coordinate ac-tions in the execution of a decision. Quality infor-mation adds value to the decisionmaking processand is critical to the success or failure of an opera-tion. Therefore, the commander must determinehis information requirements and ensure that infor-mation is managed effectively.

The Marine Corps operating environment of todayand the emerging threats of tomorrow requireforce mobility, unit dispersion, and commandagility. As we move into the 21st century, the abil-ity to simultaneously share quality informationfrom various locations will be necessary if thecommander is to make effective command andcontrol (C2) decisions. Information managementaddresses information as a commodity instead of atechnology and is performed at all levels, regard-less of the extent of automation. Effective infor-mation management delivers critically importantinformation in a timely manner to those who needit in a form that they can quickly understand.

Information management includes all activitiesinvolved in the identification, collection, filtering,fusing, processing, focusing, dissemination, andusage of information. It assembles informationthat promotes understanding of the battlespaceand enables the commander to better formulateand analyze courses of action, make decisions,execute those decisions, and understand resultsfrom previous decisions. Information manage-ment provides the quality information a com-mander needs to support the decisionmaking

process. The role of information management isto provide a timely flow of relevant informationthat enables the commander to anticipate chang-ing conditions and understand its impact on cur-rent and future operations.

Information and the Commander

The commander makes decisions based on hisunderstanding of the location, disposition, andstatus of friendly and enemy forces. Historically,a commander achieved situational awareness bypersonally viewing the battle. As the size andscope of competing forces and the battlespace in-creased, the commander’s ability to fully under-stand the battle became limited. To achieveunderstanding, a commander began to use situa-tion maps, textual material (e.g., messages, re-ports, status boards), and voice reports inconjunction with his experience (i.e., intuitivereasoning and judgment) and personal contactwith frontline units to make decisions. However,information that provided enhanced understand-ing of the situation or event was often available,but it was not provided to the commander in atimely manner or in a form that they couldquickly understand.

Today, the commander’s and the staff’s informa-tion requirements remain relatively the same—they still rely on quality information to attain anunderstanding of the battlespace. What haschanged is the technological capability to pro-duce and disseminate enormous amounts of data.The role of information management is to pro-vide a timely flow of relevant information thatsupports all aspects of the planning, decision, ex-ecution, and assessment (PDE&A) cycles of nu-merous, and potentially widely dispersed, units.Automated capabilities and commonly under-stood procedures are used to display battlespace

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information in a dynamic environment and torapidly gain understanding in order to make ef-fective decisions.

The philosophy contained in MCDP 6 emphasizesthat Marines must learn to operate in an environ-ment of uncertainty, and that combat is by its verynature chaotic, disruptive, and unpredictable. In-formation collected in such an environment can of-ten be inaccurate or misleading, and it may be notbe important, relevant, or available within the timeconstraints of the commander’s decisionmakingprocess. Technological advances have furtherplaced enormous amounts of information at a com-mander’s fingertips: more information is availablethan one Marine can possibly collate, assimilate,and evaluate.

Simply collecting and disseminating volumes ofinformation does not reduce information over-load. Information management offers a solution tothe information requirements of decisionmaking.Effective information management proceduresenable users to reap the benefits of technologywhile providing quality information to command-ers thereby facilitating decisionmaking, strength-ening command and control, and avoidinginformation overload.

MCDP 6 states that the three elements of com-mand and control are information, people, and C2support structure (see fig. 1-1), and that they mustinteract seamlessly to produce effective and har-monious actions. These three elements provide thecommander with the tools needed to develop andexecute effective information management proce-dures that support all aspects of decisionmaking.

Principles

The following principles are required to effi-ciently and effectively manage information andshould guide the information management pro-gram at every level of command in order to facil-itate decisionmaking. These principles apply toevery situation that requires a decision.

Use Requirements to Define the Information Flow

Command relationships, organization of the force,and information needs influence the flow of infor-mation. Recognition of user requirements and theresulting information flow allows commands to ap-ply the proper mix of personnel, equipment, train-ing, procedures, and network infrastructure toproduce the information needed to make decisions.

Figure 1-1. Elements of Command and Control.

Information Management _______________________________________________________________________________________ 1-3

Tailor Information for the Commander

Filter out unnecessary, redundant, or irrelevantinformation according to the defined informationrequirements in order to prevent informationoverload. Provide information in the format spec-ified by the commander.

Use Multiple Sources of Information

Knowledge is normally gained from informationderived from numerous products that have beenfused together. The use of multiple sources nor-mally improves information accuracy and re-duces error. But it can also increases networktraffic and add to the delay between gathering in-formation and gaining knowledge. Therefore,there needs to be a balance between collecting,processing, and dissemination.

Deliver Information on Time

The delivery of information in a timely manner iscritical. When requesting information, the requestorshould clearly state when the information is re-quired. The information should then be delivered tothe requestor in a timely manner. Information that islate does not support the decisionmaking process.

Disseminate Accurate and Relevant Information

Inaccurate or irrelevant information is worse thanno information at all. However, even fragmen-tary information that supports critical informa-tion requirements may be of some value if it isvalidated and provided in a timely manner in aform that is clearly understood.

Create Flexible and Redundant Procedures and Plans

The information management plan must be ableto overcome changes generated by battle dam-age, sudden increases in the volume of informa-tion, and the needs of different commanders at all

echelons of command. The information manage-ment plan should have redundant capabilities andincorporate back up procedures, alternate paths,and primary and alternate personnel/organiza-tions. It should avoid having any “single point offailure” anywhere in the network, security, infor-mation, or information assurance architectures.

Protect Information Througha Vigorous Security Program

Information management must assure the integ-rity of the information and the sources/databasesfrom which that information was derived. Cor-rupted or degraded information is of little valueand adversely affects the quality of the decision-making process.

Classes of Information Within an Information Hierarchy

There are four classes of information within theinformation hierarchy: raw data, processed data(information), knowledge, and understanding.Each class of information has its own distinct rolein the decisionmaking process. The graduationsbetween the different classes may not always beclear, but as information moves through the infor-mation hierarchy (see fig. 1-2 on page 1-4), it be-comes more valuable to the decisionmaker.Information management’s goal is to facilitate thedevelopment of quality information throughoutthe information hierarchy, thus increasing itsvalue and relevance and ensuring the develop-ment of understanding by the commander.

Some level of situational awareness can beachieved with raw data, but situational aware-ness tends to strengthen as information movesthrough the information hierarchy. Enhanced sit-uational awareness enables the commander to bebetter prepared to anticipate future conditions, vi-sualize operations, provide guidance, and accu-rately assess situations. Developing accuratesituational awareness with limited and uncertain

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information under severe time constraints is thefundamental challenge of information manage-ment. There are two elements of situationalawareness: information and skill. Information isprovided by the staff and major subordinate com-mands in the form of feedback to help build thecommander’s understanding of the situation. Skillis the personal understanding of the situation thatis based on the commander’s experience, judg-ment, and intuition. The combination of informa-tion and skill provides the commander with animage of the situation from which he can base fu-ture decisions.

Raw Data

Raw data are the facts and individual pieces of in-formation (data) that are the building blocks of pro-cessed information. This initial class of information

is rarely of much use until transformed and pro-cessed in some way to give it meaning.

Processed Data

Processed data comes from organizing, correlat-ing, comparing, processing, and filtering rawdata and making it readily understandable to thepotential user. The act of processing gives the in-formation a limited amount of value. Processeddata may have some immediate, obvious, andsignificant tactical value but it has not been eval-uated or analyzed.

Knowledge

Knowledge is the result of analyzing, integrating,and interpreting processed data; it brings meaning

Figure 1-2. Information Flow Through the Information Hierarchy.


and value to a situation or event. Simply put, knowl-edge is a representation of what is happening.

Understanding

Understanding means we have gained situationalawareness and it allows the commander to be bet-ter prepared to anticipate future events and tomake sound decisions, even in the face of uncer-tainty. It is the highest level of information and themost valuable. It is an appreciation for why thingsare happening. Understanding occurs when per-sonnel synthesize bodies of knowledge and thenapply experience, judgment, and intuition to re-duce gaps generated by uncertainty in order to ar-rive at a complete mental image of the situation.

Characteristics of Quality Information

Quality information adds value to the decision-making process. Information is susceptible to dis-tortion, both by the enemy (intended) and byfriendly sources (unintended). The characteris-tics of quality information are as follows:

l Accuracy—Information that conveys the truesituation.

l Relevance—Information that applies to themission, task, or situation at hand.

l Timeliness—Information that is available intime to make decisions.

l Usability—Information that is in common, eas-ily understood formats and displays.

l Completeness—Information that contains all thenecessary information for the decisionmaker.

l Brevity—Information that has only the level ofdetail required.

l Security—Information that has been affordedadequate protection where required.

Information Format

Sight is the most used human sense and 75 per-cent of all environmental stimuli are received

through visual reception. The retention rate ofgraphic presentations is greater than that of ver-bal presentations. Whether visual, textual, or ver-bal, the presentation format should be commonlyunderstood and used consistently to minimizeconfusion and facilitate understanding. The staffproduces information in a format that is tailoredto the commander’s needs; for example, somecommanders prefer visual products, yet othercommanders prefer textual information, whilestill others may prefer a combination of severalproducts. It is important for the staff to clearlylearn which form of information is most useableto the commander. It is equally as important forthe commander to identify to the staff the formathe finds most useful.

Focusing Information Management

Information management focuses the flow of in-formation shown in figure 1-2. The staff and ma-jor subordinate command process, commander’scritical information requirements (CCIRs), andcommander’s judgment are tools that can be usedto focus large volumes of available data to per-mit the efficient flow of quality informationthrough the information hierarchy. Commandersand their staffs use these tools to focus and sortinformation in order to identify information thatsatisfies critical information requirements linkedto key decisions. The commander’s intent, com-mander’s guidance, and CCIR are used to mea-sure the effectiveness of information that is usedto support decisionmaking.

Commander’s Intent

MCWP 5-1, Marine Corps Planning Process,states, “Commander’s intent is the commander’spersonal expression of the purpose of the opera-tion. It must be clear, concise, and easily under-stood. It may also include how the commanderenvisions achieving a decision as well as the end-state or conditions, that when satisfied, accom-plish the purpose.”1 The commander’s intent

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establishes the standards by which success isjudged. Through commander’s intent the aims ofthe commander are articulated, his information re-quirements can be discerned, and the frameworkfor effective information management is formed.

Commander’s Guidance

The commander’s guidance forms the basis forplanning, execution, and direction; therefore, itmust be clear and concise. Although not prescrip-tive in nature, the planning guidance assists thestaff in making initial judgments on the ways andmeans to achieve a decision. Based on his per-sonal experience and judgment, the commanderarticulates clear and concise guidance that helpsto focus the information management efforts ofthe staff and subordinate commanders.

Commander’s Critical Information Requirements

CCIR are tools for the commander to reduce in-formation gaps generated by uncertainties that hemay have concerning his own force, the threat,and/or the environment. They define the informa-tion required by the commander to better under-stand the battlespace, identify risks, and to makesound, timely decisions in order to retain the ini-tiative. CCIR focus the staff on the type and formof quality information required by the com-mander, thereby reducing information needs tomanageable amounts. Instead of reacting to thethreat, commanders are able to maintain tempoby controlling the flow of information they re-quire to attain the level of understanding theyneed within the battlespace. As events unfold, in-formation requirements may change as new deci-sions are required and CCIR are continuouslyassessed for relevance to support current and fu-ture decisions/situations. The commander ap-proves CCIR, but the staff recommends andmanages CCIR to assist the commander.

The commander categorizes CCIR as eitherfriendly activities, threat activities, or the envi-ronment. Friendly activities CCIR include the in-

formation the commander needs to make timelyand appropriate decisions relevant to his force.This includes such information as force closure,critical supply levels, and levels of combat effec-tiveness. Threat activities CCIR include the infor-mation the commander needs at a particular timethat relates with other available information andintelligence to assist in assessing and understand-ing the situation. This includes indications andwarnings of threat intent and/or actions by thethreat (e.g., troop movements, changes in oppos-ing force intents or policies). Environment CCIRinclude the information the commander needs re-garding the physical battlespace environment.This includes all types of information not coveredin the friendly or threat categories (e.g., meteoro-logical conditions, supporting infrastructure, geo-political considerations, relevant activities ofnongovernmental and private organizations).

Decisionmaking

Assessment

MCDP 6 establishes the doctrinal foundation andthe conceptual framework for assessment:

The commander commands by deciding whatneeds to be done and by directing or influ-encing the conduct of others. Control takes theform of feedback—the continuous flow of in-formation about the unfolding situation return-ing to the commander—which allows thecommander to adjust and modify commandaction as needed. Feedback indicates the dif-ference between the goals and the situation asit exists. . . . Feedback is the mechanism thatallows commanders to adapt to changing cir-cumstances—to exploit fleeting opportunities,respond to developing problems, modify[plans], or redirect efforts.2

Assessment is the final step in the PDE&A cycle.The PDE&A cycle is the process the commanderand staff use to plan operations, make accurateand timely decisions, direct effective execution


of operations, and assess the results of those op-erations. It is a framework that supports the com-mander’s efforts to assimilate information in thechaotic environment of war in order to increasetempo through timely and decisive actions.

Assessment answers the commander’s question,“How are we doing?” It should help the com-mander identify success or failure, determine theextent to which required conditions have been metfor follow-on action, and recognize when a partic-ular endstate has been reached. More specifically,assessment (the evaluation of effects) should en-able the commander to measure the overallprogress of an operation as it unfolds on the battle-field. By accurately measuring this progress, thecommander can make informed decisions for fu-ture actions.

The assessment process is continuous throughoutplanning and execution. Planning is where thecommander establishes his intent (purpose) forthe mission as well as his envisioned endstate. Itis also where the staff identifies the essentialtasks and associated conditions that must be ac-complished in order to achieve mission success.These are amplified and supported by measuresof effectiveness (MOEs), indicators, and perti-nent information in the commander’s order thatare expressed in clear, precise, and accurate lan-guage. They may be used as “gauges” to mea-sure performance in execution and becomeinformation requirements for evaluating the ef-fectiveness of previously made decisions.

Understanding Information

The commander must frequently make decisionswith incomplete information—less than perfect un-derstanding. He may make decisions based on par-tial understanding or at a limited level of situationalawareness. Understanding is used to support deci-sions and is a basis for future planning and execu-tion. Understanding can affect decisions alreadymade and allow the commander to better visualizesuccess or failure. Experience, personality, and intu-itive reasoning by personnel making the decisions

often influence the type and form of informationused to achieve understanding. The development oftasks, conditions, MOEs, indicators, and pertinentinformation can be useful tools to recognize qualityinformation used to achieve understanding.

TasksThere are two parts to any mission: the task to beaccomplished and the reason or intent behind it.The task describes the action to be taken. If tasksare to be assessed, planners must develop propertask statements. Tasks that are developed musthave a corresponding purpose that describes ef-fects in tangible and measurable terms. Gener-ally, these effects can be described in terms oftime, sizes of units, observable capabilities, orterrain. Once a purpose is identified and sometangible qualifiers in terms of time and terrain areidentified during planning, assessing the degreeto which the task has been accomplished duringexecution is easier.

ConditionsA condition describes the status of battlespaceelements that the commander would like to have inplace before executing a decision. It can also beused to determine when a task, stage, or phase ofan operation is complete. Conditions must be tiedto tasks. Conditions are expressed in enough detailto allow personnel to realistically assess progress,yet broad enough to provide commanders theflexibility to adjust actions to meet unexpectedchanges. Conditions must be understandable,relevant, and measurable in order to be effectiveassessment tools. Conditions are expressed as apositive statement rather than a negative statementto enable personnel to realistically assess the statusof associated battlespace characteristics.

Measures of EffectivenessMOEs are those characteristics of the battlespacethat comprise specific components of a condi-tion. MOEs support highly specific informationneeds. Often MOEs identify desired results to

1-8 ____________________________________________________________________________________________________ MCWP 3-40.2

support a key decision that satisfies the compo-nents of a condition. MOEs are defined in termsof indicators and pertinent information. The es-tablishment of MOEs enable the commander toassess whether or not conditions have been satis-fied, which allows the commander to evaluatewhether or not decisions have achieved the de-sired results.

IndicatorsIndicators are measurable observations that showthat the MOEs are, or are about to be, satisfied.Indicators are supported by one or more perti-nent information criteria used to evaluate the sup-ported MOE. Traditionally, each staff sectionidentifies and monitors specific indicators. Thisprocedure can result in the same indicator beingmanaged by multiple staff sections. A better ap-proach is to ensure all staff sections are aware ofall indicators associated with each MOE. Sharingthis information can prevent staff sections fromduplicating efforts to satisfy the same indicator.More than one indicator can support MOEs, acondition, and/or a CCIR.

Pertinent InformationInformation needed to satisfy indicators is identi-fied as pertinent information. Pertinent informa-tion satisfies indicators that are establishedrelative to each MOE used to support a desiredcondition or CCIR. Staff sections identify infor-mation they need to satisfy each indicator forwhich they are responsible. Timely identificationof pertinent information enables the staff to effi-ciently allocate resources in order to routinely pro-duce quality information. Even more importantly,it is the tool that enables the information manage-ment officer (IMO) to work with each staff sec-tion to create an information management plan(IMP) that identifies procedures used to facilitatethe delivery of quality information to those whoneed it in a format they can quickly understand.

Planned Decisions

Planned decisions are developed during the plan-ning phase and implemented during execution. De-cision points are generated/created as a result ofthe planned decision process. Decision points iden-tify points in time or space where the commanderexpects to make key decisions. Friendly and en-emy forces and environmental factors influencethose key decisions. Understanding the type of in-formation necessary to support planned decisionsenables the unit to implement effective and effi-cient information management procedures. Theseprocedures enable the commander and staff toclearly identify what type of information is re-quired, who needs it, when it needs to be shared,and the required format. To support planned deci-sions, the commander and the staff will—

l Develop decision points during planning thatwill influence actions and events during execu-tion. The decision support matrix (DSM) anddecision support template (DST) list these deci-sion points and any associated named areas ofinterest.

l Establish CCIR that identify friendly, threat,and environmental information the commanderrequires to gain the knowledge needed to makekey decisions listed in the DSM and DST.

l Establish indicators to help determine whetherthe MOE has been met.

l Develop named areas of interest, based on geo-graphic locations, that intelligence collectionassets monitor to confirm or deny enemy activ-ity/indicators for the appropriate threat CCIR.Report requirements are determined for subor-dinate commands that support friendly, threat,and environmental CCIR.

l Ensure that information that satisfies an indica-tor is immediately sent to the combat opera-tions center, flagged as input to a CCIR, andimmediately shared with all other staff sec-tions. If the indicator provides knowledge thecommander needs to satisfy the CCIR, the staff


is notified and the commander decides whetheror not he has adequate understanding of the sit-uation to make a decision.

Figure 1-3 demonstrates how personnel can iden-tify and manage quality information to supportplanned decisions based on warfighting func-tions. As indicators occur and understanding de-velops, the senior watch officer consults theDSM/DST to determine what preplanned solu-tions are still valid. These facts are then placedbefore the commander, who applies his experi-ence, judgment, and intuition to the informationto make a decision.

Spontaneous or Unplanned Decisions

Information management must be flexibleenough to provide information that supports bothplanned and spontaneous decisions for which noprior planning was conducted. Spontaneous orunplanned decisions are those decisions gener-ated by unexpected or unplanned actions or activ-ities. Since combat is inherently uncertain, thecommander and the staff use course of action(COA) wargaming to identify environmental fac-tors and threat activities that could affect thefriendly COA, and to develop branch plans to ad-dress these possibilities. Potentially, planners

Figure 1-3. Managing Information to Support Planned Decisions.

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could develop multiple branch plans; they couldbe intimately aware of friendly, threat, and envi-ronmental actions, reactions, and counteractions;and they could still be surprised. When the plan isexecuted, the threat could perform an unexpectedaction or activity that would require a completelynew branch plan to be developed and executed.However, armed with the knowledge and under-standing gained by developing numerous branchplans, the commander and staff planners are nowbetter prepared to observe, orient, and react with“unplanned” decisions. Knowledge and under-standing of current and anticipated actions by thethreat, friendly forces, and the environment en-ables the commander to make sound, timely deci-sions that control tempo even in the face ofuncertainty. The following actions may occur insupport of unplanned decisions:

l Indicators are generated as an event develops.Some of these indicators are collected and re-ported in accordance with commander’s guid-ance and intent as articulated during planning.

l As this information is reported, the combatoperations center will at some point in timerecognize that an event is occurring that is not onthe DSM/DST and for which no planning hasbeen done.

l Recognition of an unplanned event requiresnew plans and decisions to be made. This ac-tion generates new information requirementsfrom the commander and staff. These informa-tion requirements focus on the impendingevent indicators to determine timing, location,disposition, and/or status of the event and itsprobable outcome.

l An understanding of the event is developed oncesufficient information is collected on the indica-tors. This understanding enables the commander

to make an informed decision and control tempodespite unexpected events.

Information Management During Joint, Combined, and Multinational Operations

Information management procedures must be capa-ble of providing a framework for rapid and effec-tive exchange of information that enables theMarine Corps component to share critical and rele-vant information in support of joint, combined, andmultinational operations. Although each Servicepossesses Service-unique capabilities, joint opera-tions require information management proceduresthat are commonly understood by all components/Services. Effective information management proce-dures ensure all essential information requirementsand the processes necessary to support those infor-mation requirements are understood by each com-ponent supporting the joint force.

Joint force commanders and component com-manders maintain their situational awarenessthrough the use of a common operational picture(COP). The Marine Corps component and sub-ordinate echelons of command maintain a com-mon tactical picture (CTP). The COP and CTPhelp commanders execute the single battle bymaintaining situational awareness. The CTP dis-plays friendly and threat forces in a graphic for-mat with amplifying text as required. It alsodisplays relevant tactical control and fire sup-port coordination measures. The CTP and COPare derived using a common tactical dataset andother sources of information. The common tacti-cal dataset consists of shared information de-rived from numerous sources that support theCOP and CTP.

CHAPTER 2 PERSONNEL AND DUTIES

Personnel are the second element of commandand control. This chapter identifies the principalmanagers of quality information within eachcommand and outlines their information manage-ment responsibilities. Although these individualsare key personnel with specific information man-agement duties, every user of information has aninherent responsibility to help manage, filter, andfuse information. In a personnel-constrained en-vironment, information management personnelmay serve multiple roles and provide expertise tonumerous functional areas (i.e., staffs, boards,and cells). In every command, all personnel, asinformation users, should support informationmanagement procedures that enhance decisionsmade throughout the decision cycle.

Key Information Management Personnel

Commander

The commander does not merely participate inplanning: he drives the process. His intent andguidance are key to planning. The commanderuses planning to gain knowledge and situationalawareness to support his decisionmaking pro-cess. Subordinate commanders use the com-mander’s guidance and concept of operations toaccomplish the mission. The commander estab-lishes priorities for gathering and reporting qual-ity information needed to maintain situationalawareness and achieve a level of understanding.Clear guidance, commander’s intent, and CCIRprovide a focus for the staff to identify quality in-formation used to support key decisions.

Additionally, the commander performs the fol-lowing information management functions:

l Approves the command information manage-ment plan used to share quality information.

l Approves the command communications planthat complements and supports the informationmanagement plan.

Chief of Staff/Executive Officer

The chief of staff/executive officer is responsiblefor coordinating the actions of the staff and ensur-ing that the commander receives the informationhe needs to make decisions. The chief of staff/ex-ecutive officer directs the development of the oper-ation order and performs the following additionalinformation management functions:

l Directs the development of and approves thedaily battle rhythm.

l Implements the IMP. l Appoints the IMO. l Ensures that information management proce-

dures are adequately shared with the staff andsubordinate commands.

Primary Staff

The staff functions as the commander’s eyes andears. They take the commander’s guidance, in-tent, and CCIR and use them to collect, filter, andanalyze data. The staff then provide the resultinginformation to the commander. The principalstaff members perform the following informationmanagement functions:

l Identify pertinent information used to supportthe daily battle rhythm.

2-2 ____________________________________________________________________________________________________ MCWP 3-40.2

l Establish internal staff section procedures toshare quality information through the use ofnewsgroups, e-mail, message handling, home-pages, requests for information (RFI), and sus-pense control measures.

l Appoint a staff section information manager asa point of contact for information managementmatters.

l Appoint personnel responsible for maintaininginformation technology and network infrastruc-ture used to share quality information.

l Ensure training is completed for basic informa-tion management and security procedures forappropriate personnel in each staff section.

l Evaluate information management proceduresto assure efficient flow of quality information.

l Establish benchmarks and conduct subjectiveanalysis to evaluate efficiency and effective-ness of information management procedures.

l Work closely with the IMO to develop networkdiagrams that identify the functional applica-tions and network infrastructure required toshare quality information with those that needit in a format that is clearly understood.

Information Management Officer

The IMO must be capable of working closelywith personnel of all ranks to coordinate proce-dures necessary to share quality information gen-erated by the staff. These procedures shouldpromote development and exchange of knowl-edge required by the commander to make deci-sions. At a minimum, the IMO must be aware ofthe following functional needs:

l Key decisions the commander must make tosuccessfully achieve desired results. These de-cisions are normally reflected in a DSM.

l Knowledge required by the commander toachieve the level of understanding he needs be-fore making key decisions.

l Information the commander needs to reduce hisuncertainty about his force, the threat, and theenvironment. Normally this information satis-fies the CCIR.

l Information required to satisfy established con-ditions for tactical operations.

l Information the commander needs on a dailybasis to maintain situational awareness.

To perform these functional needs, the IMO mustbe capable of working closely with the staff toaccomplish the following tasks:

l Develop and publish the command IMP. l Determine processes and procedures to satisfy

CCIR. l Publish and update the information management

matrix. l Develop daily battle rhythm matrix (DBRM)

(see the Daily Battle Rhythm Matrix paragraphon page 3-3).

l Coordinate additional training required by staffand component elements to support productionof quality information through effective infor-mation management procedures.

l Work closely with the command CTP manager(as described in the paragraph entitled Com-mon Tactical Picture/Common OperationalPicture Manager on page 2-3) and with staff,subordinate, and higher headquarters IMOs todevelop effective, efficient track managementprocedures.

l Work closely with information exchange tech-nology personnel to facilitate efficient dissemi-nation of quality information throughout theMAGTF.

Staff Section Information Managers

Each staff section information manager should beaware of information required by the commander,when it is required, and the desired format. Staffsection information managers are expected toperform the following tasks:

l Monitor internal and external flow of informa-tion by their staff section.

l Ensure the command IMO is aware of routinedaily updates and information produced byeach staff section to satisfy CCIR.


l Provide the G-6/S-6 a daily update of command-level information requirements that may neednetwork infrastructure support, sharing of infor-mation, and equipment to support functionalneeds (i.e., the number and type of equipment,internet protocol [IP] accounts, e-mail and com-puter naming conventions, radio net and tele-phone requirements, and user lists for inclusionin e-mail and telephone directories).

l Ensure compliance with information managementprocedures used to share quality informationthrough the use of Intranet/Internet capabilities.

l Coordinate and conduct information manage-ment training for internal staff section members.

Request for Information Manager

RFIs are used to reduce uncertainty within thecommand. Questions that cannot be satisfied byorganic assets are forwarded to higher headquar-ters in the form of a formal RFI. Answers toquestions that allow the staff to promote knowl-edge they require to support the commander areshared through RFI responses. RFI managers areassigned by the G-2 for intelligence-related ques-tions and the G-3 for all nonintelligence-relatedquestions. RFI managers are expected to performthe following tasks:

l Receive, validate, prioritize, and submit RFIsto the appropriate authority for resolution.

l Develop/manage a tracking system that ensuresthat RFIs are processed in a timely manner andthat responses are expeditiously disseminated tothe requester and accessible to all personnel.

See the Networks paragraph on page 3-9 for morediscussion of RFI procedures.

Common Tactical Picture/Common Operational Picture Manager

The CTP/COP manager is responsible for the re-porting and display of friendly, threat, and otherappropriate tracks. He is also the unit track man-ager. The CTP/COP manager for blue force tracks

is normally assigned by the G-3. The CTP/COPmanager for enemy force tracks is normally as-signed by the G-2. The overall unit CTP/COPmanager normally is the G-3 CTP/COP manager.The CTP/COP manager is expected to perform thefollowing tasks:

l Coordinate and deconflict all ground unittracks with all major subordinate commandsand higher headquarters. Air tracks are the re-sponsibility of the aviation combat element,which provides air tracks to the command ele-ment as required.

l Work closely with the senior watch officer toensure that the location and disposition offriendly and enemy ground units are visuallyupdated as required.

Webmaster

Internets and Intranets are valuable resourcesused to share quality information both internaland external to the staff. The webmaster, who isassigned by the G-6, creates a unit’s web site.Specifically, the webmaster is responsible for thefollowing tasks:

l Create the command web site to support shar-ing of quality information. At a minimum, theweb site supports internal and external report-ing requirements, CCIR, RFIs, commander’sdaily brief, and daily battle rhythm.

l Maintain the web site to ensure that changes toinformation requirements are posted in a timelymanner.

l Maintain security over the web site and ensurethat information contained therein is availableto the appropriate personnel.

l Ensure procedures are developed, disseminat-ed, and understood on how to access the site,upload information, and change the site.

l Maintain links to external sites of interest to thestaff.

l Develop formatting standards.l Create initial pages for each staff section and

train representatives from each section on how

2-4 ____________________________________________________________________________________________________ MCWP 3-40.2

to maintain their page in order to ensure unifor-mity of design among sections.

l Develop custom web-based applications.l Advise/assist staff section web representatives.

Subordinate Unit and Higher Headquarters Information Management Officers

Each major subordinate command and higherheadquarters appoints an IMO as a primary pointof contact for information management matters.Subordinate and higher headquarters IMOs can beexpected to perform the following tasks:

l Review/update information reflected by the re-ports matrix and daily battle rhythm.

l Conduct liaison with the higher headquartersand adjacent IMOs.

l Coordinate and assist the training required toproduce quality information throughout theMarine air-ground task force (MAGTF).

l Ensure appropriate management personnel aredesignated within the command to addresstechnical support if the MAGTF chooses to useautomated or electronic means to share andmanage command information (i.e., web site,newsgroup, public folders, shared directories).

Organizations ThatInfluence Information Management

Combat Operations Center, TacticalAir Operations Center, and CombatService Support Operations Center

The combat operations center, tactical air opera-tions center, and combat service support operationscenter support current operations. Personnel oper-ating in these centers conduct the following infor-mation management related activities:

l Assess information flow to support operations.l Review and record incoming message traffic to

filter and fuse information in accordance withthe commander’s guidance and intent. Provide

the commander with information that relates tothe CCIR and decision points.

l Manage the CTP through commonly under-stood track management procedures.

l Monitor the CTP’s efficiency, effectiveness,and accuracy to provide enhanced situationalawareness of friendly and enemy forces.

l Maintain a master suspense action log/journal.l Maintain a chronological record of significant

events.l Direct production of the commander’s daily

briefings and fragmentary order production.l Assess, update, and integrate priority intelli-

gence requirements.

Combat Intelligence Center

The combat intelligence center is the overarch-ing intelligence operations center establishedwithin the main command post. It performs thefollowing functions:

l Reviews, assesses, and disseminates threat-related information in a format that is quicklyunderstood by those needing the information.This provides a common understanding of thethreat within the designated battlespace.

l Monitors the efficiency, effectiveness, and ac-curacy of the threat assessment determined bythe common tactical picture parameters.

l Works closely with the combat intelligencecenter, future operations section, and futureplans section to ensure threat assessments satis-fy designated planning horizons and are updat-ed accordingly.

l Develops, monitors, and updates priority infor-mation requirements and RFIs. Responds topriority information requirements and RFIs ofthe commander, staff, and subordinate com-mands.

Future Operations Section

The future operations section develops courses ofaction that support the next stage or phase of the


operation, and information management supportsthe following activities:

l Collaborative planning, which requires thesharing of quality information through the useof collaborative capabilities and commonly un-derstood procedures as outlined in appendix A.

l Visually displaying information, which includestools and overlays that describe fire support co-ordinating measures, boundaries, maneuver, lo-gistics/sustainment, decisions, and intelligence.

l Planning tools that are capable of supportingCOA development.

l Filtering tools and procedures to assess measuresof effectiveness for conditions tethered to key de-cisions required to support execution and transi-tion to the next stage or phase of the operation.

Future Plans Section

The future plans section develops the next phase ofthe operation. Information management supportsthe following future plans activities and tools:

l Collaborative planning, which requires thesharing of critical and relevant informationthrough the use of collaborative capabilitiesand commonly understood procedures.

l Visually displaying information, which includestools and overlays that describe fire support co-ordination measures, boundaries, maneuver, lo-gistics/sustainment, decisions, and intelligence.

l Planning tools that are capable of supporting thedevelopment of the next phase of the operation.

Security Personnel

Information Security Manager

The information security manager is responsiblefor the proper accountability, control, personnelaccess, and physical security/storage of noncom-partmented classified data (hard and soft copyforms). This includes the TOP SECRET control

officer’s responsibility for the JTF TOP SECRETregistry’s accountability, control, and access.

Special Security Officer

The special security officer is responsible for sen-sitive compartmented information (SCI) manage-ment, control, and access and is normally a G-2/S-2 function.

Information Systems Security Officer

The information systems security officer is re-sponsible for safeguarding the command’s infor-mation systems. The information systems securityofficer enhances the command’s information se-curity knowledge, skills, and abilities throughcommand-wide education and training programs.The information systems security officer performsthe following information management functions:

l Maintains a plan for site security.l Ensures the information system is operated,

used, maintained, and disposed of in accor-dance with security policies and practices.

l Conducts site survey and vulnerability assess-ments of systems in order for them to processclassificed and sensitive information.

l Ensures the information system is accredited andcertified if it processes sensitive information.

l Ensures users and system support personnelhave the required security clearances and au-thorization, and are familiar with internal secu-rity practices before access to the informationsystem is granted.

l Ensures the information system has intrusiondetection devices.

l Enforces information system security policiesand safeguards.

Operations Security Officer

The operations security officer provides oversightand implementation of the command operations se-curity program, ensuring protection against compro-mise of friendly force information. This position is

2-6 ____________________________________________________________________________________________________ MCWP 3-40.2

normally a G-3/S-3 function, and it receives sup-port from the G-2/S-2 (counterintelligence officer).

User Responsibilities

The following duties and responsibilities are in-cumbent upon all users of information to ensure proper information flow:

l Report information as required by the com-mand CCIR.

l Ensure accuracy and relevance of information be-fore further dissemination. Clearly differentiate

between original information and previously re-ported information to avoid duplicate reporting.

l Properly control, classify, protect, and archive all information and information systems for which they are responsible. This requires a clear understanding of approved control measures for various classifications of information.

l Read and comply with the information require-ments published by the IMP.

l Retain any irrelevant or conflicting information discarded during analysis and correlation of data—do not destroy it prematurely. This infor-mation may become useful when combined with additional facts.

CHAPTER 3COMMAND AND CONTROL

SUPPORT STRUCTURE DEVELOPMENT

C2 support structure is the third element of com-mand and control. C2 support structure is more thanadvanced technology and equipment—it is the inte-grated use of organizations, people, capabilities,training, procedures, doctrine, and network infra-structure to support C2 and decisionmaking pro-cesses. An effective C2 support structure producesinformation that promotes understanding of the situ-ation or event and allows the commander to be bet-ter prepared to direct and coordinate actions in theexecution of a decision.

Information Flow

An effective C2 support structure improves infor-mation flow by—

l Reducing labor and saving time by automatingrepetitive procedures and performing intensivecalculations.

l Disseminating information to many users indifferent geographic locations.

l Transforming tabular data into graphic or othervisual products that allow personnel to quicklyunderstand the situation or event. Appendix Acontains examples of visual mapping productsthat support each step of the Marine CorpsPlanning Process.

When developing a C2 support structure that en-hances the flow of information across warfightingfunctions (command and control, maneuver, fires,intelligence, logistics, force protection) and acrosstraditional staff section boundaries, numerous fac-tors should be considered. These factors includelocation of information, mobility, accessibility, fil-ter/fusion, and push versus pull.

Location of Information

The repositioning of the required information atanticipated point(s) of need speeds up the flow ofinformation, reduces demands on communica-tions networks, and provides required informationto those that need it in a timely manner. Knowingthat information is prepositioned at a specific pointis critical when units are highly dispersed.

Mobility

A reliable and secure flow of information must becommensurate with the commander’s mobilityand tempo of operations requirements. The capa-bilities and procedures necessary to support ef-fective information flow must be flexible enoughto adjust immediately to support low footprintand highly mobile command posts, as well as themobility requirements of subordinate units.

Accessibility

All levels of command must have access to theinformation they require to support concurrentand/or parallel planning, mission execution, andassessment. An effective C2 support system usesautomation to provide the user with quality infor-mation quickly; for example, automated, dynamicvisual display of forces in a CTP environment.

Filter/Fusion

Information is received from many sources, inmany mediums, and in different formats. Filteringoccurs when information is evaluated/assessed anddeemed to be of value and irrelevant data is dis-carded. Fusion is the logical blending of informa-tion from multiple sources into an accurate,concise, and complete summary. The C2 support

3-2 ____________________________________________________________________________________________________ MCWP 3-40.2

structure must give analysts and decisionmakersthe ability to quickly filter and fuse information.

Push Versus Pull

Information management uses two basic ap-proaches to share information: supply-push anddemand-pull. The C2 support structure incorpo-rates the most appropriate approach based on thecommander’s information requirements.

A supply-push methodology relies heavily on in-formation being pushed from the source to theuser, either as the information becomes availableor according to a schedule. The advantage of sup-ply-push is that the commander normally does notneed to request quality information. Quality infor-mation is delivered (or pushed) to the user in atimely manner. This type of information manage-ment can result in information overload becauseproducers of information may not completely un-derstand user information requirements.

In a pure demand-pull system the user initiatesthe flow of information and seeks out informationrequired. If the information is readily available—pre-existing in a database—the requirement isquickly satisfied. If the information is not avail-able, the requirement must move through thechain of command until it reaches the appropri-ate level. Information can be tailored specificallyto support the identified requirement, therebyavoiding overload. The disadvantage to the de-mand-pull system is the cost in time, since thesearch for information may not begin until thecommander or user has identified a need.

Information Management C2 Support Structure

The development of an information managementC2 support structure consists of the followingthree steps: process flow, configuration flow, andpersonnel requirements.

Process Flow

MCDP 1-2, Campaigning, identifies six basicwarfighting functions: command and control, ma-neuver, fires, intelligence, logistics, and forceprotection, and an information process supportseach warfighting function. Each process capturesthe step-by-step tasks necessary to collect, ana-lyze, and disseminate the information. Under-standing the process flow (how information isphysically transmitted and processed) that sup-ports each warfighting function enables the IMOto work closely with the staff and commander todevelop effective information management pro-cedures. An effective C2 support structure ac-counts for the different warfighting processesunique to each level of command.

The first step in the development of an informationmanagement C2 support structure is to identify theprocess flow that supports each warfighting func-tion. A process flow diagram identifies the seriesof tasks necessary to support each warfightingfunction. Information management is central to theprocess and is focused on supporting the pro-cesses that satisfy information requirements essen-tial to the warfighting functions.

Configuration Flow

Once the process flow diagrams have been cre-ated, the next step in the development of an infor-mation management C2 support structure is thedevelopment of the configuration flow diagrams.A configuration flow diagram describes the con-figuration of systems necessary to support thetasks in the process flow diagram.

A configuration flow diagram is established byperforming the following actions—

l Determining the system required to performeach task identified by the process flow diagram.

l Identifying the network infrastructure neces-sary to disseminate information produced bypersonnel performing each task identified bythe process flow diagram.


Each system is placed in the appropriate com-mand element organization linked by the propernetwork infrastructure. Current command rela-tionships and task organization of forces aretaken into consideration to develop the configura-tion flow diagram. This methodology permits acommand to identify system and network short-falls or potential vulnerabilities.

Personnel Requirements

In the final step of developing a C2 support struc-ture, the command identifies personnel require-ments from the configuration flow diagram anddetermines the number of personnel, skill sets(training), and procedures necessary to supporteach warfighting function. The identified person-nel requirements are then measured against whatis currently being used by the command. Thiscomparison allows the command to identify anydeficiencies and to implement corrective action ifnecessary. Both of these actions result in an effi-cient flow of information within the command C2support structure and effective decisionmaking.

Documentation

Capturing information management decisions andplans in documentation that is easily distributed facil-itates a common understanding of informationmanagement throughout the command.

Information Management Matrix

The information management matrix records allinformation requirements, user(s), recipients, ca-pabilities used to process the information, andpathways necessary to pass information. It is apowerful planning tool used to support execution,to determine the source of information flow prob-lem(s), and to correct any information flow prob-lems through appropriate action/coordination. Acarefully designed information management ma-trix significantly enhances the efficiency and ef-fectiveness of staffs and decisionmakers. The staff

determines the content of the information manage-ment matrix.

Daily Battle Rhythm Matrix

The DBRM is a schedule of key daily events thatinvolve the commander and the staff. These eventscan include staff briefings, updates, visits, reports,and products (e.g., air tasking order, intelligencesummary). These events are extracted from theinformation management matrix and placed on theDBRM. The purpose of the DBRM is to dissemi-nate the schedule and facilitate the integration ofvarious events. The commander and the staff areresponsible for identifying which event needs to beplaced on the DBRM. The chief of staff/executiveofficer manages the DBRM.

Decision Support Matrix

The DSM links information to key decisions andhelps the commander coordinate activities and main-tain situational awareness. The commander and staffdevelop a DSM during the planning process. TheDSM identifies key decisions that the commanderexpects to make during the next stage or phase of theoperation. Table 3-1, on page 3-4, illustrates how aDSM can be used to assist with the identification ofquality information used to support assessment.Once the DSM is written, a DST can be created. TheDST is a mapping product that graphically displaysthe text information contained in the DSM.

The DSM identifies the CCIR needed by thecommander in order to gain knowledge and toachieve the understanding he needs before mak-ing key decisions to achieve the desired results.The DSM identifies conditions and MOEs to as-sist in recognizing when desired results for eachdecision are achieved. For certain decisions,MOEs and approved conditions may be the same,but that determination depends upon the type ofdecision being made by the commander. TheDSM identifies indicators that support eachMOE. Indicators may be developed to support thedesignated condition directly. Each staff sectionidentifies pertinent information used to support

3-4 ____________________________________________________________________________________________________ MCWP 3-40.2

each indicator. Indicators are managed using toolsthat enable all personnel to share pertinent infor-mation that satisfy indicators. Staff sections en-sure the IMO is aware of pertinent informationused to satisfy indicators.

Request for Information Management

RFIs are specific, time-sensitive ad hoc require-ments for information or products submitted tohigher headquarters to support an ongoing crisis oroperation not necessarily related to standing require-ments or scheduled intelligence production. RFIsare generated to answer questions that cannot be re-solved with organic assets, when the informationdoes not exist within internal databases, and whenthe information cannot be satisfied by resident sub-ject matter experts. Figure 3-1 depicts a typical pro-cess flow used to support RFI management.

Information Manager

An RFI manager (G-2 or G-3) serves as the cen-tral point of contact for multiple sources: the op-erational planning team, primary staff sections,and major subordinate commands. All RFIs aresubmitted to the appropriate RFI manager who

validates the RFI, assigns priorities, and submitsthe RFI for resolution. Each RFI manager ap-plies the commander’s guidance and intent,CCIR, and good judgement to guide validationand prioritization of each RFI. RFIs directly tiedto the CCIR are assigned a higher priority thanother RFIs.

Submission Guidelines

Before the requestor submits an RFI, local infor-mation and the RFI database is searched to ensurethat the information is not available or that a sim-ilar request has not already been submitted. If theinformation cannot be found, an RFI is submit-ted to the appropriate RFI manager. All intelli-gence-related requests for information areprocessed through a G-2 RFI manager. All nonin-telligence-related requests for information areprocessed by the G-3 RFI manager. The follow-ing guidelines apply to the drafting and submis-sion of RFIs:

l Limit the RFI to one question per request. Mul-tiple questions can increase response time andadd confusion as multiple agencies answer thequestions from one RFI.

Table 3-1. Example of a Decision Support Matrix.

Decision Task CCIR Condition MOE IndicatorsPertinent

Information NAICollection

Plan TAI

Attack the 3d Regimental Artillery Group (RAG) to prevent it from disrupting the heliborne assault on LZ Bluebird.

Neutralize the 3d RAG.

What is the capability of the 3d RAG to mass fires against our heliborne assault?

The 3d RAG is unable to mass fires at or above the battalion level on LZ Bluebird from H-hour to H+36.

No massed fires observed from 3d RAG units within 30 km of LZ Bluebird for 48 hours prior toH-hour.

Volume and accuracy of artillery fire within 30 km of LZ Bluebird decreased.

Number of artillery rounds from within 30 km of LZ Bluebird.

4 Unit SHELREPs; Counterbattery radar reports.

3

No observed reinforcement of 3d RAG units for 72 hours prior to H-hour.

Vehicular traffic on 3d RAG lines of communi-cations decreased.

Number of vehicles travelling on 3d RAG lines of communi-cations.

7 BDA from MAW missions, unmanned aerial vehicles, artillery forward observers.

5


l State the RFI as a specific question. Providesufficient detail so that the receiving action of-ficer completely understands the request andthe nature of the requirement.

Validation

Once an information requirement is identified, theaction officer checks locally available resources,including other staff officers, other command sec-tions, on-line services (libraries, databases, reposi-tories), and other organizations (higher, adjacent,subordinate, supporting). If the information re-quirement cannot be satisfied locally, the actionofficer submits the request to the appropriate RFImanager for resolution. Upon receipt, the RFImanager screens the requirement to determine va-lidity. Valid RFIs are recorded, managed, tracked,and sent to higher, subordinate, or adjacent head-quarters or to another agency to obtain the re-quested information. The validation processincludes, but is not limited to, the following:

l Determining if the requested information is res-ident within the command.

l Determining which agency should receive theRFI for action.

l Approving the request. If approved, submit RFI.If not approved, the request should be returnedto the originator for appropriate justification.

l Assigning a tracking number to all validatedRFIs.

l Logging in the RFI on the RFI tracking sheetand posting the RFI to the MAGTF RFI data-base. If there is a duplicate request, the RFImanager provides all originators with the ap-propriate RFI tracking number.

l Forwarding the request to the appropriate head-quarters, staff sections or agency for action andconfirming receipt of the request by the actionaddressee.

Submission to Higher Headquarters

Once validated, the RFI manager generates anRFI to higher headquarters that contains the ap-proved, formal command RFI. Only the RFImanager is authorized to submit the RFIs tohigher headquarters. All other information re-quests that are generated through normal staff ac-tion to higher headquarters are not RFIs andshould not be labeled as such. Following this sub-mission process reduces formal RFIs to onlythose that warrant command-level attention andare critical to planning or execution. Upon receiv-ing information that satisfies a RFI (i.e., via mes-sage or report from higher headquarters or anoutside agency), the RFI manager immediatelytransmits the response to the originator of theRFI. Additionally, the RFI manager updates thestatus for that RFI on the RFI tracking system.

Figure 3-1. RFI Process Flow.

3-6 ____________________________________________________________________________________________________ MCWP 3-40.2

Responses

RFI responses are sent to the respective RFI man-ager. The RFI manager posts the response to theRFI database and notifies the requester that a re-sponse has been received. The RFI tracking log isupdated to reflect that a response was received andthat the requester was notified. It is the responsibil-ity of the individual that initiated the RFI to screenthe response and determine if it is adequate orwhether an additional RFI needs to be generated toacquire the desired information. If the RFI is notanswered completely or additional information isdesired, the requestor should resubmit the RFIwith appropriate comments or clarification.

Major Subordinate Command Procedures

Major subordinate commands manage RFIswithin their command. Upon confirming that aninformation requirement is critical to planning orexecution and that the information requirementcannot be satisfied at their level, major subordi-nate command RFI managers submit their RFI totheir higher headquarters for resolution.

Information Management Plan

The IMP expresses how the command will man-age and control information. The IMP reflects allthree elements of C2: information, people, andC2 support structure. The IMP assigns responsi-bilities and provides instructions for personnelwho will manage information. Information man-agement responsibilities identified by unit stand-ing operating procedures (SOP) do not need to beduplicated in the IMP. Development of an IMP isa vital step to ensure that decisionmakers havethe information they require, when they need it,and in a format that they can quickly understand.Each command must develop an IMP tailored tomanage its information in the context of its mis-sion and the current situation or event.

An effective IMP provides guidance to ensurethat quality information is provided to those who

need it in a form that they can quickly under-stand. The IMP should include information man-agement filtering tools; unique informationmanagement personnel needs (duties, responsibil-ities, and skill requirements); C2 support struc-ture requirements (processes and procedures);and information management system protection.The IMP should include specific guidance formanagement of the CTP/COP, the collaborativeplanning system, RFI management procedures,and network applications used to share criticaland relevant information. The IMP may be dis-tributed by the use of newsgroups, web pages, orother applications.

The development and execution of an effectiveIMP requires the participation and interaction ofall staff sections. Once each staff section identi-fies their information requirements, warfightingprocess and configuration flow diagrams, andpersonnel requirements, the appropriate informa-tion is incorporated into the IMP.

Information management policy and proceduresare top-down in nature and the IMP must includeconsiderations for joint interoperability. Com-manders and staffs at all levels must have a com-mon understanding of the joint informationmanagement policy and procedures. JTF informa-tion management practices nest within those al-ready established by the supported combatantcommander. Component, MAGTF, and majorsubordinate information management practicesare required to nest within those of the JTF. Ap-pendix B provides a list of tools and referencesthat will support execution and the developmentof the IMP.

Networks

Information is transmitted over five specificnetworks: Joint Worldwide Intelligence Com-munications System (JWICS), SECRET Inter-net Protocol Router Network (SIPRNET),Nonsecure Internet Protocol Router Network(NIPRNET), allied networks, and coalition net-


works. The JWICS is a classified network usedto process and disseminate information classi-fied as SCI. The SIPRNET is a classified net-work authorized to process and disseminateinformation classified as SECRET or below.

The NIPRNET is a sensitive but unclassified net-work able to process and disseminate sensitiveinformation that is identified as unclassified orbelow. Allied networks are established and main-tained by our allies and are made available to

U.S. forces to maintain interoperability whenconducting operations. Control measures are nor-mally the same as that of all information releas-able to that allied nation. Combined forcesestablish coalition networks as required to sup-port a specific operation. The JTF commanderand appropriate classification authorities deter-mine the control measures used to protect anddisseminate classified information disseminatedby a coalition network.

CHAPTER 4 SECURITY

Technology allows us to deliver accurate infor-mation in a timely fashion; however, the enemyis also able to use technology to compromise thesecurity of our information. To safeguard againstunauthorized access or modification of informa-tion, each command must detect and protectagainst information compromise. The security ofinformation is critical to information manage-ment and the effective conduct of operations.Proper security enables commanders to sustaintempo by monitoring the status of friendly infor-mation, identifying any attempts to penetrate orattack friendly force information, and to identifythe location and type of threat involved. Armedwith that information, commanders can determineappropriate passive or active measures to deterfurther intrusion or initiate actions to deceive orpossibly terminate the threat as appropriate. Thesecurity goal of information management is tomaintain and ensure integrity of informationwithin the command.

Information Assurance

Information assurance is the joint term appliedto those security actions taken to protectfriendly information and information systems.It is all “information operations that protectand defend information and information sys-tems by ensuring their availability, integrity,authentication, confidentiality, and non-repudi-ation. This includes providing for restoration ofinformation systems by incorporating protec-tion, detection, and reaction capabilities.”1

Information Protection

Mission accomplishment depends on protectinginformation and information systems from de-struction as well as safeguarding against intrusionand exploitation. Therefore, a key component ofthe IMP is information protection. Informationprotection is addressed through command secu-rity programs; e.g., physical security, informationsecurity, computer security, and communicationssecurity. All users share responsibility for infor-mation protection. Information security is a forceprotection issue and all users should be extremelyvigilant in the use of any form of communication.It is imperative to use established security proto-cols and procedures for successful mission accom-plishment. There are three steps to defeating anetwork intruder:

l First, prepare a defense. Network defenses pro-vide limited, not complete, protection. It is pos-sible for an intruder to acquire information thatcould be detrimental to friendly force opera-tions/mission objectives.

l Second, defeat the intruders. Network detectiondevices identify when and where an intrusionattempt occurs and the method of intrusion.

l Third, establish a contingency plan that meetsand defeats the threat and restores essential ca-pabilities within the time constraints establishedby the commander. This capability allows thecommander to choose when and where to de-grade, defeat, deceive, or possibly destroy thethreat once it is detected.

4-2 ____________________________________________________________________________________________________ MCWP 3-40.2

Information can only be protected through a com-prehensive plan to defend against, detect, de-ceive, and defeat hostile intrusion. The IMO mustwork closely with the staff to ensure that criticaldatabases and networks are adequately protected.

Threats

Threats are potential violations of security andexist because of vulnerabilities in a system. Thereare two basic types of threats: accidental threatsand attacks.

Accidental Threats

An accidental threat occurs if information is ex-posed unintentionally or if modifications to thesystem leave it vulnerable to attack. Exposurescan emerge from hardware and software failuresas well as user and operational mistakes. For ex-ample, an exposure occurs when a user sendsconfidential mail to the wrong person.

Attacks

An attack is an intentional threat to violate sys-tem security and destroy, modify, fabricate, inter-rupt, or intercept data. An attack results indisclosure of information, a violation of informa-tion confidentiality, or in the modification of thesystem, which results in a violation of system in-tegrity. Examples of attacks are viruses, worms,Trojan Horses, denials of service, and hackers.

VirusesA computer virus, by definition, is any program(or code) that replicates itself by attaching a copyof itself to another file. A virus is particularlydangerous because users typically do not knowthat their functional capabilities or networks arebeing infected until the virus reveals itself (theconsequences of which can range from annoying

to catastrophic.) Viruses are a more commonsource of infection as modem/Internet file trans-fers become more commonplace. NIPRNET,SIPRNET, and JWICS systems are becomingmore popular as a file and e-mail transfer me-dium, and users of these systems are at greaterrisk than other network users because these sys-tems bypass network server virus protections.

At the most basic level, viruses can be catego-rized as one of two types: file or boot. File vi-ruses reside inside .exe or .com files, gain controlof the computer system when that file is exe-cuted, and attach a copy of themselves to otherfiles after they gain control. Boot viruses residein the section of the floppy disk or hard disk thatis loaded into memory at boot time, and hence,are loaded into memory before other programs.This enables book viruses to re-infect floppydisks inserted in the disk drive. The followingsubsets of file viruses resist easy detection:

l Stealth viruses avoid detection via file sizemonitoring in various innovative ways that ex-ploit disk operating system (DOS) interrupts.

l Polymorph or mutation viruses copy modifiedversions of themselves each time they spread toother files.

l Macro-type viruses infect everyday documentand spreadsheet files. This virus type exploitsthe small macro executable code inside wordprocessing or spreadsheet files and is spreadthrough e-mail attachments and is the most in-fectious virus.

WormsA computer worm is a self-contained program (orset of programs) that spreads functional copies ofitself or its segments to other computer systems(usually via network connections). Unlike viruses,worms do not need to attach themselves to a hostprogram. There are two types of worms: hostcomputer worms and network worms.


Trojan HorseA Trojan Horse is a program or file that appearsto be useful and harmless, but it has harmful sideeffects such as destroying data or breaking secu-rity on the system on which it is run. It is similarto a virus except that it does not propagate itselfas a virus does.

Denial of ServiceA denial of service attack is not a virus but amethod hackers use to prevent or deny legitimateusers access to a computer. Denial of service at-tacks are typically executed using DOS tools thatsend many request packets to a targeted Internetserver (usually web, file transfer protocol [FTP],or mail server), which floods the server’s re-sources, making the system unusable. Any sys-tem that is connected to the Internet and equippedwith tactical control protocol (TCP)-based net-work services is subject to attack.

HackersA hacker is a person who breaks into, attempts tobreak into, or uses a computer network or systemwithout authorization.

Protection

The first tier of threat detection and eliminationoccurs at the server level. Typically, a server is amore powerful computer that stores and accessesdata; receives, transmits, and routes e-mails; andperforms processing tasks on behalf of a user’scomputer. The G-6/S-6 is responsible for serverprotection and network system administratorsmanage protection at the server level. The net-work system administrator programs the server torun anti-virus software automatically at the serverlevel to scan for viruses or infected files on theshared drive. However, servers are also suscepti-ble to compromise and some viruses can bypassserver protection and infect a user’s computer.Therefore, the second tier of defense occurs at theuser’s computer.

At the user level, all workstations should haveanti-virus software that detects and eliminates vi-ruses when the user boots up the system. The usercan also elect to run the anti-virus software to per-form a virus check on a hard drive or floppy disk.Combat operations run 24-hours a day, therefore,virus detection and anti-virus software must beinitiated at least once daily, and users should ini-tiate a virus check at the start of each shift.

The last tier of virus detection and elimination isthe individual diskette. Diskettes, which movefrom machine to machine, can easily host virusesand infect each machine they are used in. Unlessyou know otherwise, assume diskettes are in-fected. The user is responsible for scanning dis-kettes with virus detection software before thediskette is used.

Information Security

Information security is “the protection of infor-mation and information systems against unautho-rized access or modification of information,whether in storage, processing, or transit, andagainst denial of service to authorized users. In-formation security includes those measures nec-essary to detect, document, and counter suchthreats. Information security is composed of com-puter security and communications security.”2

Access to Classified Information

The information security manager establishes pro-cedures to verify security clearances for assignedand augmented personnel. Access, regardless ofclearance, is based on a “need to know” basis thatis consistent with operational requirements and iscontrolled by the individual who has authorizedpossession, knowledge, or control of the informa-tion. Cleared personnel should not be permittedaccess to classified information and informationsystems until briefed on information managementand information security procedures.

4-4 ____________________________________________________________________________________________________ MCWP 3-40.2

Security Marking of Documents

All users must ensure they properly mark all doc-uments with the appropriate classification level.Header and footer markings should be includedas well as paragraph markings, even though someviewers do not display header and footer text. Donot rely solely on header and footer comments forproper marking of electronic documents.

Computer Disk Classification

Diskettes are registered/labeled with the appro-priate operational classification. They are labeledwith either the SF 710 (1-87) UNCLASSIFIEDsticker (green) or the SF 707 (1-87) SECRETsticker (red). Diskettes used in a SECRET com-puter system, regardless of the classification ofthe files on the diskette, are classified SECRETand marked appropriately.

Classified Destruction

Classified material that is no longer required foroperational purposes are disposed of in accor-dance with the U.S. Code, Title 44, Public Print-ing and Documents: chapter 21, “NationalArchives Records and Administration” and chapter33, “Disposal of Records;” SECNAVINST5510.30A, Department of the Navy PersonnelSecurity Program; and SECNAVINST 5510.36,Department of the Navy (DON) InformationSecurity Program (ISP) Regulation.

Material identified for destruction is protected asappropriate for its classification until it is actuallydestroyed. The method of destruction must elimi-nate the ability to reconstruct the classified infor-mation. Dispose of written materials via anauthorized shredder (crosscut is preferred) or byplacing it in a burn bag. Shredders are the pre-ferred method of destruction. Burn bags should beplaced throughout the unit workspace, particularlyareas that include printers and copiers, and arecontrolled in a manner that minimizes the possibil-ity of unauthorized removal of their classified con-tents prior to actual destruction. Diskettes and

removable hard drives are physically destroyed toprevent unauthorized access to the classified mate-rial recorded upon them. If diskettes and harddrives are still useful use authorized degaussingand erasure programs to remove classified mate-rial and render the diskettes and hard drives reus-able. Records of destruction are not required forSECRET material except for NATO and foreigngovernment documents. Two signatures are re-quired on the record of destruction for NATO orforeign government SECRET material. Records ofdestruction are not necessary, unless required bythe originator, for CONFIDENTIAL material. Seethe unit information security manager or SCI spe-cial security officer if there are any questions re-garding destruction of classified materials.

Future, Multi-Level Security Requirements

The competing demands of security and wide dis-semination of information require databases andnetworks with different levels of classification andaccess. Currently, the different networks includethe NIPRNET, the SIPRNET, and the JWICS.However, in any given scenario a command mayalso need to operate on an allied- or coalition-clas-sified network. Passing information from a net-work to another network of higher classification isusually achievable and secure. However, sharinginformation from a protected network to anothernetwork of a lower classification is much moredifficult and is currently not possible in an auto-mated fashion. Operators must take great care toensure that information protected at the higherlevel is not compromised and inadvertently placedinto the network with a lower classification. Oper-ators can use local procedures to manually verifythat information is appropriate for release, andthen use some manually managed procedure (i.e.,copying to a known clean disk and moving thatdisk to the network of lesser classification) to dis-seminate the information.

The ability to exchange various classifications of in-formation between different networks on one work-station is not currently authorized. As a result,


organizations are required to use redundant systemsto perform the same functions conducted at differentclassification levels. As an example, the all-sourcefusion center requires three different workstations toperform intelligence assessment: one terminal to ac-cess SCI; one terminal to access SECRET informa-

tion; and one terminal to collect, analyze, anddisseminate open-source information. Once multi-level workstations are approved to process and dis-seminate different classifications of information, theuse of redundant systems to support information re-quirements will be reduced.

APPENDIX AINFORMATION MANAGEMENT’S

SUPPORT OF PLANNING

Planning is based on the commander’s intent and guidance and requires im-mense amounts of focused information to be successful. Information manage-ment tools and procedures provide commanders and planners the informationthey need in a form that they can quickly understand. Information managementtools and procedures also facilitate the exchange of information throughout thecommand, which in turn enhances the ability to plan at all levels of commandand promotes unity of effort throughout the MAGTF.

The Marine Corps Planning Process establishes procedures for analyzing a mis-sion, developing and analyzing COAs against the threat, comparing friendlyCOAs against the commander’s criteria and each other, selecting a COA, andpreparing an operation order for execution. The MCPP organizes the planningprocess into six manageable and logical steps (see fig. A-1). It provides the com-mander and staff a means to organize their planning activities and to transmit the

Figure A-1. The Marine Corps Planning Process.

A-2 ____________________________________________________________________________________________________ MCWP 3-40.2

plan to subordinates and subordinate commands. Through this process, all levelsof command can begin their planning effort with a common understanding of themission and commander’s intent. Interactions among the various planning stepsallow a concurrent, coordinated effort that maintains flexibility, makes efficientuse of time available, and facilitates continuous sharing of critical and relevantinformation. See MCWP 5-1 for a detailed discussion of the Marine Corps Plan-ning Process.

With a thorough understanding of higher headquarters’ orders and intent and anunderstanding of their own commander’s battlespace area evaluation (CBAE)and initial guidance, planners identify and use products that record the specified,implied, and essential tasks that support current information management re-quirements and capabilities. Staff estimates are continuously updated and pro-vided to planners using various forms of information, to include voice, text, andvisual display products. Throughout the planning process, planners maintain sit-uational awareness of current operations by monitoring a dynamic visual dis-play of the CTP that depicts current status of friendly and threat forces andrelative environmental concerns. This appendix provides examples of informa-tion management tools, procedures, and an explanation of how they can be usedto support each step of the planning process.

Mission Analysis

The purpose of mission analysis is to review and analyze orders, guidance, in-tent, and other information provided by higher headquarters to produce a unitmission statement. This step forms the foundation for the remainder of theMarine Corps Planning Process. Figure A-2 illustrates the basic input, the pro-cess, and the output for mission analysis. Information management tools andprocedures, discussed in the following paragraphs, can assist in the developmentand dissemination of mission analysis products.

Figure A-2. Mission Analysis.

Information Management _______________________________________________________________________________________ A-3

The commander’s vision, which is based on his understanding of the mission,battlespace, the threat, and the environment, is contained in the commander’sbattlespace area evaluation (CBAE). The commander uses the CBAE to devel-op, assess, and communicate knowledge to the staff to support all four aspectsof the decisionmaking process (i.e., planning, decision, execution, and assess-ment). Figure A-3 is an example of the CBAE created in text form through theuse of information management tools. This electronic form can then be dissemi-nated to numerous personnel simultaneously.

Figure A-4, on page A-4, is an example of how current capabilities combinegraphic display products and text to record the CBAE. This information canthen be electronically disseminated to numerous personnel simultaneously. Theoriginator possesses the ability to control access and dissemination.

Using collaborative tools, MAGTF planners record text information that de-scribe the commander’s orientation, which includes higher headquarters plans,orders, estimates, availability and suitability of forces, and results of personalreconnaissance. Automated graphic display mapping capabilities are used torecord analysis of the threat and associated intelligence preparation of the bat-tlespace (IPB) products, to include environmental concerns. Figure A-5, on pageA-4, shows how information management tools display text and graphic prod-ucts created during mission analysis.

Figure A-3. Recording Commander’s Battlespace Area Evaluation.

A-4 ____________________________________________________________________________________________________ MCWP 3-40.2

Course of Action Development

The mission statement, commander’s intent, and commander’s planning guidanceare used to develop several COAs that are suitable, feasible, acceptable, distin-guishable, and complete with respect to the current and anticipated situation, themission, and the tasking/intent from the higher headquarters commander. FigureA-6 illustrates the basic input, the process, and the output for COA development.

During COA development, information management tools (e.g., command andcontrol personal computer [C2PC]) and procedures are used to record specifiedtasks, implied tasks, essential tasks, warning orders, restraints and constraints,assumptions, resource shortfalls, subject matter duty expert shortfalls, centers of

Figure A-5. Example of Mission Analysis Products.

Figure A-4. Graphic Display Product.


gravity analyses (friendly and threat), CCIR, requests for information, initialstaff estimates, and IPB products. Capabilities are tailored to record informationfor each COA developed. Staff estimates, relative to the time established by theplanning horizons for that particular mission, provide planners updated informa-tion in both text and graphic display products. These products describe friendlyand threat force disposition and array of forces and other pertinent informationconcerning terrain and weather. Using that information and an array of employ-ment possibilities, planners design a broad plan of how they intend to accom-plish the mission, which becomes the COA. Planners can use a combination ofinformation management text and graphic display mapping products to docu-ment the following elements of a COA—

l Commander’s planning guidance.l Forms of maneuver.l Type of attack.l Designated main effort.l Requirement for supporting effort(s).l Scheme of maneuver (land, air, and maritime).l Sequential and simultaneous operations.l Sequencing essential task accomplishment.l Task organization.l Use of reserves.l Rules of engagement.

Figure A-7, on page A-6, shows how information management tools displaygraphic and text information created during COA development.

Figure A-6. COA Development.

A-6 ____________________________________________________________________________________________________ MCWP 3-40.2

Course of Action War Game

The COA war game involves a detailed assessment of each COA as it pertainsto the threat and the battlespace (see fig. A-8). Each friendly COA is wargamedagainst selected threat COAs. The COA war game assists the planners in identi-fying relative strengths and weaknesses, associated risks, and asset shortfalls foreach friendly COA. Additionally, a COA war game identifies branches and po-tential sequels that may require additional planning. Short of actually executingthe COA, wargaming the COA provides the most reliable basis for understand-ing and improving each COA, and it allows the staff and subordinate command-ers to gain a common understanding of friendly and possible threat COAs. This

Figure A-7. Example of COA Development Products.

Figure A-8. COA War Game.


common understanding allows personnel to determine the advantages and dis-advantages of each COA and forms the basis for the commander’s COA com-parison and decision.

The commander designates COAs to be wargamed. Using graphic display map-ping products, the staff conducts a war game using the threat’s most likely, mostdangerous, and most advantageous (to friendly forces) COAs. Actions, reactions,and counteractions are recorded in both text and graphic display products. Duringthe war game, the commander’s staff and subordinate commands continue to re-fine their staff estimates and estimates of supportability. Figure A-9 shows howcurrent information management tools display graphic information created dur-ing a COA war game.

Course of Action Comparison and Decision

The commander evaluates friendly COAs, first against established criteria, thenagainst each other. Based on this comparison, the commander uses intuitive deci-sionmaking to select the COA that accomplishes the mission. Figure A-10, onpage A-8, identifies the input, process, and output for COA comparison and deci-sion.

COA comparison and decision requires wargamed COAs with graphics and text, alist of critical events and decision points, and information on the commander’sevaluation criteria. Other outputs useful in COA comparison and decision may in-clude war game products (e.g., COA war game worksheet, synchronization ma-trix, event templates, decision support tools), war game results (e.g., initial taskorganization, identification of assets required and shortfalls, updated CCIR), staffestimates, and subordinate commander’s estimates of supportability.

Figure A-9. Example of COA War Game Products.

A-8 ____________________________________________________________________________________________________ MCWP 3-40.2

Figure A-11 shows how information management tools display graphic infor-mation created during COA comparison and decision.

Orders Development

During orders development, the staff takes the commander’s COA decision,mission statement, and commander’s intent and guidance and develops orders

Figure A-10. COA Comparison and Decision.

Figure A-11. Example of COA Comparison and Decision Products.


that direct unit actions. Orders serve as the principal means by which the com-mander expresses his decision, commander’s intent, and guidance. Figure A-12identifies input, process, and output to support orders development.

The initial task organization, mission statement, commander’s intent, concept ofoperations, and specified and implied tasks, along with the information developedthroughout the planning process, form the input for orders development. Other in-puts can be recorded using current information management procedures and capa-bilities, which may include updated intelligence and IPB products, decisionsupport tools, updated CCIR, staff estimates, synchronization matrix, command-er’s identification of branches for further planning, warning order, existing plans,and SOPs/orders. Figure A-13 shows how currently fielded information manage-ment tools (e.g., C2PC) display orders development both as a graphic and as text.

Figure A-12. Orders Development.

Figure A-13. Example of Orders Development Products.

A-10___________________________________________________________________________________________________ MCWP 3-40.2

Transition

During transition, an orderly handover of a plan or order is conducted by thosetasked with execution of the operation. Transition provides those who will exe-cute the plan or order the situational awareness and rationale for key decisionsnecessary to ensure there is a coherent shift from planning to execution. Ideally,one of the planners will accompany the orders to assist staff principles andwatch standers understand specifics and gain familiarity with tools and conceptsthat support the plan and to provide situational awareness. Figure A-14 de-scribes input, process, and output to support transition.

Transition is a continuous process that requires a free flow exchange of informa-tion between commanders and staffs to ensure that critical and relevant informa-tion is being shared and clearly understood. Information managementprocedures and capabilities enable personnel to share critical and relevant infor-mation through the use of collaborative planning tools, Intranet management,and common tactical picture procedures. Figure A-15 provides examples oftransition products that can be created through the use of information manage-ment tools.

Figure A-14. Transition.

Information Management _____________________________________________________________________________________ A-11

Figure A-15. Examples of Transition Products.

APPENDIX BINFORMATION MANAGEMENT

TOOLS AND REFERENCES

Execution is the implementation of the plan devel-oped during the planning process. However, noplan is perfect, and modifications must be made asthe operation unfolds and the enemy reacts. Accu-rate and timely information that reflect changes inthe battlespace are critical to successful executionof the mission. This appendix discusses informa-tion management execution tools and referencesthat support execution.

Execution Tools

Execution tools developed during the MarineCorps Planning Process include the DSM andDST. The DSM provides textual information thatidentifies key decisions and actions, and it furthersupports reactions to those decisions and actions.Placing the text information from the DSM ingraphic form creates a decision support template.The DST provides a graphic display of key deci-sions and the actions associated with those deci-sions. Figure B-1 is an example of how a DST (a

graphic product) is created from a DSM (a textproduct). Placing the DST on the same graphicdisplay capabilities used to maintain a CTP pro-vides each watch officer enhanced situationalawareness of key situations or events. These toolsenable watch officers to alert commanders of im-pending key decisions and provide early warningto units executing those decisions.

MAGTF Staff Training Program Pamphlets

Detailed, “how to” information management pro-cedures are being developed and published inpamphlet form by the MAGTF Staff Training Pro-gram (MSTP). Each pamphlet will cover a spe-cific information management topic, and it isintended to reflect emerging doctrine that is stillunder development, but for which the operatingforces have expressed a need for interim guidance.These pamphlets can be found on the MSTP website at http://www.mstp.quantico.usmc.mil/.

Figure B-1. Example of a DSM Used to Develop a DST.

B-2 ___________________________________________________________________________________________________ MCWP 3-40.2

MSTP Pamphlet 6-1, MAGTF Information Needs

MSTP Pamphlet 6-1 is currently under develop-ment. It will identify information needs used tosupport each echelon of command. These needswill form the foundation for the development ofdetailed tactics, techniques, and procedures thatwill describe how information needs will be satis-fied by a MAGTF supporting a joint/combined/multinational operation.

MSTP Pamphlet 6-2, TrackManagement Procedures

MSTP Pamphlet 6-2 is currently under develop-ment. This pamphlet will describe the overarchingconcept of employment for the integrated use ofwarfighting capability sets used to satisfy MAGTFoperations in a joint, combined, or multinationaloperation. It will describe how the U.S. MarineCorps component and subordinate echelons ofcommand achieve understanding and how thecomponent shares quality information with othercomponents, the JTF, and the combatant com-mand in a COP environment. This pamphlet willidentify actions required to achieve understandingof location and disposition of friendly and threatforces within the battlespace and required coordi-nating measures used to enhance situationalawareness. It will also describe how to create andmaintain the CTP in a COP environment.

MSTP Pamphlet 6-4, Internets andIntranets in Support of MAGTF Operations

MSTP Pamphlet 6-4 provides staff planners withthe techniques and procedures needed to developeffective Intranets and Internets that share qualityinformation needed to support MAGTF opera-tions. This pamphlet discusses collaborative in-formation exchange at the MAGTF staff level;however, the tools and capabilities identified inthis pamphlet are also applicable to staffs at alllevels. This pamphlet is not a technical manual;consult users manuals and technical manuals forcurrent technical information.

MSTP Pamphlet 6-5, The PlannersGuide to C2PC

MSTP Pamphlet 6-5 supplements the C2PC man-ufacturer’s manual by linking C2PC’s functional-ity with Marine Corps specific tasks; e.g., creatingIPB overlays, plotting a situation overlay. Thispamphlet also identifies how to use C2PC duringthe Marine Corps Planning Process, in a low in-tensity conflict/military operations other than warenvironment, and as a battlefield analysis tool.

MSTP Pamphlet 6-6, LOGAIS inSupport of MAGTF Logistics

MSTP Pamphlet 6-6 provides techniques andprocedures for employing Logistics AutomatedInformation Systems (LOGAIS) in support ofMAGTF operations. It is designed to aid theMAGTF commander and his staff in understand-ing how LOGAIS supports decisionmaking andthe Marine Corps Planning Process. In additionthis pamphlet discusses the future developmentand integration of these systems.

MSTP Pamphlet 6-7, C2 Support to MAGTF Intelligence

MSTP Pamphlet 6-7 focuses on the intelligencecycle used in a MEF-level planning processes. Itprovides MEF staff action officers with informa-tion on current and emerging C2 systems that sup-port intelligence planning and execution and theirinterface with other related processes and infor-mation requirements. It also addresses C2 sys-tems support for conducting intelligence activitiesand analysis in a MEF combat operations center.

MSTP Pamphlet 6-8, C2 Support for Force Fires

MSTP Pamphlet 6-8 instructs MAGTF com-manders and staff officers in the use of currentC2 equipment and technology used to plan, exe-cute, and assess fires at the MAGTF level. Thispamphlet focuses on the functions, tasks, andprocesses associated with MAGTF fires and, in

Information Management _______________________________________________________________________________________ B-3

particular, the MEF force fires coordination cen-ter, but its information is also applicable to theMarine expeditionary brigade (MEB) and theMarine expeditionary unit (MEU). It discusseshow the C2 support structure facilitates the ac-tions by the commander and his staff and themanagement of information in pursuit of under-standing and timely decisions. This pamphlet alsoaddresses the capabilities, limitations, and prod-ucts of C2 equipment and technology and howthe MAGTF staff officer can utilize these capa-bilities and products.

MSTP Pamphlet 6-9, Assessment

MSTP Pamphlet 6-9 defines assessment and pro-vides techniques and procedures that the com-

mander and staff can use when developing theirassessment methodology. It addresses assessmentas it applies to the MAGTF and major subordi-nate commands. This pamphlet discusses the con-ceptual and doctrinal basis for assessment as wellas techniques and procedures for staff organizationand information management as they relate to theassessment process. Specifically, it identifies howcurrently fielded capability sets can be used in anintegrated manner to reduce uncertainty (RFI man-agement), manage critical information (CCIRmanagement), manage quality information (IMP),and support decisionmaking (DSM/DST) in a CTPsupporting a COP environment.

NOTES

Chapter 1

1. United States Marine Corps, MCWP 5-1, Marine Corps Planning Process(Washington, D.C.: Headquarters, U.S. Marine Corps, 2000) p. 2–3.

2. United States Marine Corps, MCWP 6, Command and Control (Washington,D.C.: Headquarters, U.S. Marine Corps, 1996) p. 40.

Chapter 4

1. Joint Chiefs of Staff, Joint Publication 1-02, Department of Defense Dictio-nary of Military and Associated Terms (Washington, D.C.: Operational Plansand Joint Force Development, 2001) p. 202.

2. Ibid., p. 203.

GLOSSARYSECTION I. ACRONYMS

AUTODIN . . . . . . . . Automatic Digital Network

BDA . . . . . . . . . . . . . . battle damage assessment

C2 . . . . . . . . . . . . . . . . . . . .command and controlC2PC. . . . . . . . . . . . . . . . .. command and control

personal computerCBAE . . . . . . . . . . . . . . commander’s battlespace

area evaluationCCIR . . . . . . . . . . . . . . . . . commander’s critical

information requirementCJCSI . . . . . . . . . . . . . . . . .Chairman of the Joint

Chiefs of Staff instructionCOA . . . . . . . . . . . . . . . . . . . . . . course of actionCOP. . . . . . . . . . . . . common operational pictureCTP . . . . . . . . . . . . . . . . .common tactical picture

DBRM. . . . . . . . . . . . . daily battle rhythm matrixDIO . . . . . . . . . . . . . . defense information officerDOS . . . . . . . . . . . . . . . . . .disk operating systemDP . . . . . . . . . . . . . . . . . . . . . . . . . .decision pointDSM . . . . . . . . . . . . . . . . decision support matrixDST. . . . . . . . . . . . . . . decision support template

FRAGO. . . . . . . . . . . . . . . . . . .fragmentary orderFTP . . . . . . . . . . . . . . . . . . . .file transfer protocol

HHQ . . . . . . . . . . . . . . . . . . . higher headquartersHTML . . . . . . . . . . . . hypertext markup language

IAS . . . . . . . . . . . . . . intelligence analysis systemIMO. . . . . . . . . . information management officerIMP . . . . . . . . . . . . information management planIOW . . . . . . . intelligence operations workstationIP . . . . . . . . . . . . . . . . . . . . . . . . . internet protocolIPB . . . . . . . . . . . . . . . . . intelligence preparation

of the battlespaceISSO . . . . . . information systems security officer

JTF . . . . . . . . . . . . . . . . . . . . . . . . joint task forceJP. . . . . . . . . . . . . . . . . . . . . . . . .Joint publicationJWICS. . . . . . . . . . Joint Worldwide Intelligence

Communications System

LOGAIS . . . . . . . . . . . . . . . Logistics AutomatedInformation Systems

LZ . . . . . . . . . . . . . . . . . . . . . . . . . . . landing zone

MAGTF . . . . . . . . . Marine air-ground task forceMAW . . . . . . . . . . . . . . . . . .Marine aircraft wingMCDP . . . . . . Marine Corps doctrinal publicationMCWP . . . . . . . . . . . . . . . . . . . . . . Marine Corps

warfighting publicationMEB . . . . . . . . . . . Marine expeditionary brigadeMEF . . . . . . . . . . . . . Marine expeditionary forceMEU . . . . . . . . . . . . . . Marine expeditionary unitMOE . . . . . . . . . . . . . . . measure of effectivenessMRCP . . . . . .Marine Corps reference publicationMSC . . . . . . . . . . . . major subordinate commandMSTP . . . . . . . . . MAGTF staff training program

NAI . . . . . . . . . . . . . . . . . named area of interestNIPRNET . . . . . . . . . nonsecure internet protocol

router network

OIC . . . . . . . . . . . . . . . . . . . . . . . officer in charge

PDE&A. . . . . . . . . . . . . . . . . . planning, decision,execution, and assessment

RAG . . . . . . . . . . . . . . regimental artillery groupRFI . . . . . . . . . . . . . . . . . request for information

SARC . . . . . . . . . . . . . . . . . . . . . surveillance andreconnaissance center

SCI . . . . . . sensitive compartmented informationSHELREP . . . . . . . . . . . . . . . . . . . shelling reportSIPRNET . . . . . . . . . . . . . . . . . SECRET internet

protocol router networkSOP . . . . . . . . . . . . standing operating proceduresSORTS . . . . . . . . . . . . . . . . . . status of resources

and training systemSSO . . . . . . . . . . . . . . . . . . special security officer

TAI . . . . . . . . . . . . . . . . . . . target area of interestTCP . . . . . . . . . . . . . . . . . tactical control protocol

U.S. . . . . . . . . . . . . . . . . . . . . . . . . . United States

Glossary-2 ___________________________________________________________________________________________ MCWP 3-40.2

SECTION II. DEFINITIONS

commander’s critical information require-ments—A comprehensive list of informationrequirements identified by the commander asbeing critical in facilitating timely informationmanagement and the decisionmaking process thataffect successful mission accomplishment. Thetwo key subcomponents are critical friendly forceinformation and priority intelligence require-ments. Also called CCIR. (JP 1-02)

common operational picture—The integratedcapability to receive, correlate, and display acommon tactical picture (CTP), including plan-ning applications and theater-generated overlays/projections (i.e., meteorological and oceanographic(METOC), battleplans, force position projec-tions). Overlays and projections may include loca-tion of friendly, hostile, and neutral units, assets,and reference points. The COP may include infor-mation relevant to the tactical and strategic level ofcommand. This includes, but is not limited to, anygeographically oriented data, planning data fromthe joint operational planning and executionsystem (JOPES), readiness data from the status ofresources and training system (SORTS), intelli-gence (including imagery overlays), reconnais-sance data from the Global ReconnaissanceInformation System (GRIS), weather fromMETOC, predictions of nuclear, biological, andchemical (NBC) fallout, and air tasking order(ATO) data. (excerpt from CJCSI 3151.01)

common tactical dataset—A repository of datathat contains all the information available to thejoint task force (JTF) that will be used to buildthe COP and CTP. The CTD is not fused, corre-lated, or processed data in the sense that theinformation has not been scrutinized by the CINCCOP Manager (CCM) or track managers for timevalue, redundancy, or conflicts. However, theCTD may contain processed intelligence data.The CTD is a major sub-component of the COPand refers to: the CINC designated repository for

current battlespace information including disposi-tion of hostile, neutral, and friendly forces as theypertain to US and multinational operations rang-ing from peacetime through crisis and war for theentire area of responsibility (AOR). Upon discre-tion of the CINC, the CTD may be a logical data-base vice physical if there are several JTFs oractivities that will necessitate COP reporting. Inthese cases there may be more than one locationof database storage. (CJCSI 3151.01)

common tactical picture—The common tacti-cal picture (CTP) is derived from the CTD andother sources and refers to the current depictionof the battlespace for a single operation within aCINC’s AOR including current, anticipated orprojected, and planned disposition of hostile,neutral, and friendly forces as they pertain to USand multinational operations ranging from peace-time through crisis and war. The CTP includesforce location, real time and non-real-time sensorinformation, and amplifying information such asMETOC, SORTS, and JOPES. (CJCSI 3151.01)

information—1. Facts, data, or instructions in anymedium or form. 2. The meaning that a humanassigns to data by means of the known conventionsused in their representation. (JP 1-02)

information assurance—Information opera-tions that protect and defend information andinformation systems by ensuring their availabil-ity, integrity, authentication, confidentiality, andnonrepudiation. This includes providing for resto-ration of information systems by incorporatingprotection, detection, and reaction capabilities.Also called IA. (JP 1-02)

information flow—Term used to describe move-ment of information. (MCRP 6-23A)

information management—The processes bywhich information is obtained, manipulated,

Information Management ______________________________________________________________________________ Glossary-3

directed, and controlled. IM includes all processesinvolved in the creation, collection and control,dissemination, storage and retrieval, protection,and destruction of information. (MCRP 6-23A)

information requirements—Those items ofinformation regarding the enemy and his environ-ment that need to be collected and processed inorder to meet the intelligence requirements of acommander. (JP 1-02)

information security—Information security is theprotection and defense of information and infor-mation systems against unauthorized access ormodification of information, whether in storage,processing, or transit, and against denial of serviceto authorized users. Information security includesthose measures necessary to detect, document, andcounter such threats. Information security iscomposed of computer security and communica-tions security. Also called INFOSEC. (JP 1-02)

information system—The entire infrastructure,organization, personnel, and components thatcollect, process, store, transmit, display, dissemi-nate, and act on information. (JP 1-02)

named area of interest—The geographic areawhere information that will satisfy a specific

information requirement can be collected. Namedareas of interest are usually selected to captureindications of adversary courses of action, but alsomay be related to conditions of the battlespace.Also called NAI. (JP 1-02)

request for information—1. Any specific time-sensitive ad hoc requirement for intelligenceinformation or products to support an ongoingcrisis or operation not necessarily related tostanding requirements or scheduled intelligenceproduction. A request for information can beinitiated to respond to operational requirementsand will be validated in accordance with thetheater command’s procedures. 2. The NationalSecurity Agency/Central Security Service usesthis term to state ad hoc signals intelligencerequirements. Also called RFI. (JP 1-02)

situational awareness—Knowledge and under-standing of the current situation which promotestimely, relevant, and accurate assessment offriendly, enemy, and other operations within thebattlespace in order to facilitate decisionmaking. Aninformational perspective and skill that foster anability to determine quickly the context and rele-vance of events that are unfolding. (MCRP 5-12C).

REFERENCES AND RELATED PUBLICATIONS

Joint Publications (JP)

0-2 Unified Action Armed Forces (UNAAF)1-02 Department of Defense Dictionary of Military and Associated Terms3-0 Doctrine for Joint Operations6-0 Doctrine for C4 Systems Support to Joint Operations6-02 Joint Doctrine for Employment of Operational/Tactical C4 Systems

Chairman of the Joint Chiefs of Staff (CJCSI)

3151.01 Global Command and Control System Common Operational Picture Reporting Requirements

Marine Corps Doctrinal Publications (MCDPs)

1 Warfighting1-0 Marine Corps Operations (under development)1-1 Strategy1-2 Campaigning1-3 Tactics4 Logistics5 Planning6 Command and Control

Marine Corps Warfighting Publication (MCWP)

5-1 Marine Corps Planning Process

Marine Corps Reference Publications (MCRPs)

5-12C Marine Corps Supplement to the Department of Defense Dictionary of Military and Associated Terms

6-23A Multiservice Procedures for Joint Task Force—InformationManagement

Miscellaneous

Congress, House, Federal Records Act, chapter 21, “National Archives and Records Administration,” and chapter 33, “Disposal of Records,” U.S. Code Title 44, Public Printing and Documents