Staffs use wargaming to refine and compare potential friendly COAs. Comparing potential COAs, based on the results of wargaming, allows the staff to identify the best COA for recommendation to the commander.

Wargaming is a conscious attempt to visualize the flow of an operation, given friendly strengths and dispositions, threat assets and probable COAs, and a given battlefield environment. Wargaming attempts to foresee the action, reaction, and counteraction dynamics of operations. As a result, the staff--

The entire staff participates; the G2/S2 plays a pivotal role in the process by role-playing the threat commander. If the G2/S2 accurately portrays a thinking, aggressive, noncooperative threat, then the staff is forced to plan for eventualities on the battlefield. The G2/S2 can accomplish this vital task only if he has used the IPB process to develop threat COA models that reflect the actual COAs available to the threat.

During staff wargaming a designated staff officer records the results of wargaming into the DST and BOS synchronization matrix. The results of wargaming enable the staff to plan and execute operations that will accomplish the command's mission.

The G2/S2 uses the results of wargaming to identify intelligence requirements and recommend PIR that support each friendly COA. He also uses the results of wargaming to create a strategy for the unit collection effort. The ISM is the tool the G2/S2 uses to link and synchronize the intelligence collection strategy with the expected flow of the operation. Finally, the G2/S2 builds a detailed collection plan from the ISM.

IPB and the G2/S2 play a critical role in the wargaming process. Guidelines for the G2/S2's role in the wargaming process follow below. For a complete discussion of the wargaming process see FM 101-5.

The reliability and quality of the products that result from wargaming are dependent on adherence to a few basic rules. The general rules that follow are designed to avoid introducing bias into the wargaming process.

Determine the amount of time available for wargaming. Time constraints may force the staff to consider only the most dangerous and most likely threat COAs rather than the complete set. Time constraints may also limit the level of detail to which each COA is wargamed.

Gather the tools. The G2/S2 must bring enemy COA models to the wargaming session that accurately reflect the sets of available threat COAs. The G3/S3 will bring potential friendly COAs to the wargaming session.

Prepare the wargaming mapboard by posting the initial dispositions of friendly and threat units. Most often the staff uses a standard military map. Some situations may require the use of sketches or detailed terrain models.

Identify assumptions. Assumptions are tools that help to shape COAs. They address flank activities and other factors beyond the command's control. Assumptions about the threat, such as strength and rates of march, are included in the threat models that generated the COA models and situation templates.

List known critical events and DPs. Critical events identified before wargaming are usually specified or implied tasks that are essential to mission accomplishment. Other critical events will become apparent during wargaming. The staff should agree to explore and pre-plan decisions that their commander might have to make during the operation. They should avoid the temptation to wargame decisions of higher or subordinate headquarters. If time permits the staff may identify tasks to subordinate units that require synchronization.

Identify the echelons for consideration. Usually the friendly echelon under consideration is limited to the units directly subordinate to the friendly commander. The threat echelon under consideration is usually determined by the friendly mission. Offensive missions often require more resolution.

Identify the BOSs for consideration. The G2/S2 will usually confine his discussion to the primary enemy BOSs under consideration for each engagement. If time permits, the remainder of the staff may coordinate the effects of each friendly BOS during the wargaming of each COA.

Identify a "battlemaster" to referee and facilitate the wargaming session. The battlemaster is usually the commander, deputy commander, chief of staff, or XO. The battlemaster must remain impartial. Impartiality is best accomplished if the battlemaster does not also control the friendly forces during the wargame.

Identify the recording techniques to be used and a recorder. The recorder is usually the assistant G3/S3 or assistant G2/S2. The recorder prepares the DST, BOS synchronization matrix, and any other records of the wargame.

Select a wargaming method. Common techniques are the belt, avenue-in-depth, box, adversarial, narrative, and sketch and note techniques. See FM 101-5 for an in-depth discussion of each technique.

Establish time limits for wargaming each part of the battle. If time limits are not established, staffs often find that they plan one part of the battle in extraordinary detail at the expense of other areas. The battlemaster might even consider limiting the amount of time each participant has to speak. In any event, the staff should discipline itself to avoid long, fruitless discussions.

Begin the wargame of a COA by visualizing the operation from the initial dispositions through each critical event (identified earlier) to completion of the commander's objective or failure of the course.

The wargame sequence is action--reaction--counteraction. Whichever side (G2/S2 or G3/S3) has the initiative will begin the discussion by articulating the appropriate COA. For example, if a staff is planning a defense, the G2/S2 will begin the wargaming session by talking through one of the threat COAs for attack. He should start with either the most likely or most dangerous COA.

As the side with initiative describes his COA, the other side will interrupt, as appropriate, to describe his reactions or attempts to preempt his opponent's action. The initial force then interrupts at the appropriate moment to describe his counteraction, starting the action--reaction process over again. Each interruption represents a decision that will be made either by the commander or staff during execution of the COA under consideration.

During the action--reaction--counteraction drills, the G2/S2 describes the location and activities of enemy HVTs. He highlights points during the operation where these assets are of importance to the threat's COA. This may prompt the staff to nominate certain HVTs as HPTs, making their engagement an integral part of the friendly COA under consideration. The G2/S2 updates the situation and event templates associated with the threat COA to reflect the TAIs supporting engagement of those HPTs.

The G2/S2 prompts staff planning by describing the various actions available to the threat. In addition to the basic set of threat COAs, the G2/S2 should describe the threat actions that might prompt the execution of the following friendly decisions:

The battlemaster stops the wargame and notes the specifics of the problems encountered if, while wargaming a friendly COA, the staff identifies--

The staff proceeds to wargame the friendly COA against any remaining threat COAs. Only The after the COA has been wargamed against all threat COAs should the staff decide whether to modify the COA to correct its deficiencies, to retain the COA as it is (noting the risk of failure), or to discard the COA altogether.

Similarly, the G2/S2 uses the wargame to identify modifications and refinements to the threat COA models. As critical events become apparent, the G2/S2 prepares situation templates to "record" threat dispositions during the event. He identifies any necessary modifications or refinements to the threat COA models as the wargame progresses, either making them immediately or noting the necessary changes for later.

The G2/S2 should ensure that the staff considers all threat COAs and other options available to the threat. The staff should NEVER wargame against only one threat COA. As a minimum, the staff should wargame against the most likely and the most dangerous threat COAs.

The battlemaster should ensure that all decisions identified are ones that his staff or commander will make during battle. Do not waste time wargaming the decisions of a higher or subordinate unit.

Each interruption in the action--reaction--counteraction drill corresponds to a decision by the commander or staff. Each time the staff identifies a decision point, the recorder makes the appropriate entries in the staff's recording tools, such as the DST and the BOS synchronization matrix. The recorder should "capture" enough information to allow the staff to anticipate and plan for each decision. As a minimum this includes--

If time permits, the battlestaff may also discuss and record the synchronization of friendly actions not related to DPs (for example, which will occur regardless of events on the battlefield). Examples include--

If the interaction of anticipated friendly and threat events is particularly complicated, the staff might prepare a two-sided timeline. The two-sided timeline serves as a quick reference tool for planning the synchronization of effects in fluid situations. The example shown in Figure A-1 depicts the reaction of enemy reserve forces to an envelopment by friendly forces. In this example, the timeline depicts enemy options (DPs) and anticipated critical events, such as the covering force battle, a refueling-on-the-move operation, other. Friendly DPs and options, although not shown in this figure, are also included on the timeline.

After the primary wargaming session, distinct members of the battlestaff may initiate specialized sessions for their function areas. For example, the G4/S4 support operations staffs may want to wargame logistics activities throughout the operation.

The FSO almost always convenes a targeting session after the base wargaming. The targeting conference further refines HPTs nominated during wargaming and develops plans to engage them. During the targeting conference--

Following wargaming, the staff compares friendly COAs to identify the one that has the highest probability of success against the set of threat COAs. Each staff officer uses his own criteria for comparing the friendly COAs in his own staff area of responsibility. The G2/S2 compares friendly COAs based on their ability to defeat the threat's COA and his ability to support the command with the intelligence required to execute each friendly COA.

Led by the G3/S3, each staff officer presents his findings to the remainder of the staff. Together they determine which friendly COA they will recommend to the commander. In the event they cannot reach a conclusion, the chief of staff or XO will determine which COA to recommend to the commander.

The staff then presents its recommendation to the commander. The G3/S3 briefs each COA, including any branches and sequels, using the results and records of wargaming, such as the DST and BOS synchronization matrix. He highlights the advantages and disadvantages of each COA.

The commander decides upon a COA and announces his concept of the operation. Using the results of wargaming associated with the selected COA, the staff prepares plans and orders that implement the commander's decision.

Decisions made during wargaming form the basis for the "be prepared" and "on order" tasks specified in OPORDs and FRAGOs. The decision criteria associated with each DP accompanies the task as it is written into paragraph 3 of the OPORD. For example: "O/O, TF HONABACH will attack to destroy enemy forces vic OBJ HEAD. This order will be given if the 32d Division turns SW onto HWY 34."

The G2/S2 normally discards the initial set of intelligence requirements developed during mission analysis and replaces them with the intelligence requirements developed during wargaming. The G2/S2 should designate the decision criteria for each DP as an intelligence requirement. The intelligence requirement should not be larger than the decision criteria. In other words, the G2/S2 should resist the temptation to combine two decision criteria into a single intelligence requirement. He should also avoid adding additional requirements onto the intelligence requirement. If the battlestaff fully considered the G2/S2's prompting during wargaming, additional information is unnecessary for the successful execution of the unit mission.

The G2/S2 should prioritize the list of intelligence requirements to reflect his recommended PIR and present it to the commander. The commander will designate the most important intelligence requirements as PIR, prioritizing them to reflect their relative importance. The remaining intelligence requirements are prioritized among themselves as information requirements (IR).

If intelligence requirements vary over the course of the operation, the G2/S2 prepares several prioritized lists. For example, PIR may vary in importance depending on the phase of the operation. PIR during the first phase of an operation may be unnecessary in later phases.

The ISM is the expanded intelligence portion of the BOS synchronization matrix. The G2/S2 begins the ISM by establishing blank timelines for each collection asset that match the timelines on the BOS synchronization matrix.

The G2/S2 then establishes the LTIOV times for each intelligence requirement. This is easy to determine since each intelligence requirement is exactly matched to the criteria to execute a decision identified in wargaming. The LTIOV timelines are determined from the DPs recorded on the DST.

The S2 or collection manager then develops a collection strategy for each intelligence requirement that will ensure it is answered on time. He considers--

The collection strategies, which are designed not only to collect the intelligence but to deliver it on time, are then entered onto the ISM. The S2 or collection manager then develops a detailed collection plan using the ISM as the basic structure.

As the staff tracks the battle, they refer to the DST and BOS synchronization matrix to determine which decisions are becoming due. The G2/S2 then looks at the ISM to determine which collection agencies owe the information and intelligence which will enable the decision to be made in a timely manner. The G2/S2 may have to re-prompt the collection asset to the upcoming intelligence requirement. This is especially true if the course of the battle is occurring faster than anticipated.

As the collection assets report, the intelligence section conducts analysis to determine if decision criteria have been met. If not, the collection manager must retask the collector or the intelligence section must make an educated guess based on available information. As each decision criteria is satisfied, the S2 or collection manager refers to the DST and BOS synchronization matrix to ensure that all decision makers receive the appropriate intelligence.

The DST, BOS synchronization matrix, and ISM are based on assumptions about the threat's COAs and the dynamics of the operation. It will often occur that the assumptions prove less than 100 percent accurate. Often the only change is in the timelines; the operation may progress more or less quickly than anticipated. Sometimes, however, the threat executes a COA not completely anticipated during wargaming, or the operation's dynamics lead to unexpected branches and sequels.

In order to anticipate the changes such eventualities dictate, the staff uses mini-wargaming to continually reevaluate their assumptions, reinitiating the IPB and decision making processes as necessary. When any member of the staff identifies conditions which require revalidation or refinement of the plan, he initiates a mini-wargame. The G2/S2 prompts mini-wargame sessions whenever he develops intelligence that runs counter to planning assumptions.

The G2/S2 usually begins by discussing the current state of the common understanding of the battlefield:

The G2/S2 should then present an informal, revised set of threat COAs that account for the new intelligence. The revised COAs usually result from an abbreviated IPB process that may have been executed in only a few minutes.

If the new intelligence is too contrary to the original IPB, the commander may want to initiate a completely new planning session. Otherwise, the personnel present at the mini-wargame modify the current plan based on the revised IPB. Because time during conduct of the operation is usually limited, the staff follows an abbreviated form of the wargaming and intelligence synchronization techniques discussed above.

The G3/S3 usually prepares a FRAGO to incorporate new tasks to subordinate units. The G2/S2 should use this opportunity to retask collection assets in accordance with the revised collection plan.

The staff should conduct numerous mini-wargame sessions during the course of an operation. A good technique is to pre-schedule mini-wargame sessions every 2 to 6 hours. At each session the staff reviews the current situation and the "health" of its current plans.

The following example illustrates how a G2/S2 can use products from IPB and wargaming to synchronize intelligence. It shows the process for two decisions only, but the same process applies to all decisions that arise from wargaming.

The 2d Battalion, 99th Infantry (Light), is conducting counterinsurgency operations in the country of Daemonia. The battalion has a large AO. From the brigade intelligence estimate, the S2 learns that an insurgent company of regular infantry is expected to enter the battalion AO within 72 hours.

The S2 section initiated an IPB process similar in style and approach to that shown in scenario 3 of Chapter 3. Figure A-2 shows a sketch map of the AO. The battalion situation templates highlight--

Due to the large size of the AO and the limited number of critical areas, the S2 and S3 have decided to use the box technique of wargaming. The first box includes three possible locations for enemy base camps. The wargaming begins with the S2 describing the enemy COA models for each of the three possible base camps, one each located in NAIs 1, 2, and 3 in Figure A-3. The S2 describes how each base camp would be physically arranged to include their--

• Warning system for attacks.
• Defense and security system.
• Evacuation and exfiltration procedures.

While the staff synchronizes the concept of operations for this part of the battlefield, the recorder enters information into the DST and BOS synchronization matrix. For purposes of clarity he decides to combine the operations graphics and the DST (see Figure A-4).

After wargaming, the S2 translates the decision criteria for each decision from the BOS synchronization matrix into an intelligence requirement (see Figure A-5). As the S2 prioritizes the list, he places intelligence requirements numbers 1 and 2 at the top of the list as his recommended PIR. The commander agrees and the new PIR are--

As part of his collection strategy, the S2 decides to use the battalion scouts to answer PIR 1 and a patrol from B Company to answer PIR 2. The insurgent company is expected to occupy the base camp only for a limited time. Maneuver and operational security constraints narrow the window even further. The S2 records all this information into his ISM (see Figure A-6).