FM Preface. The purpose of this manual is to describe the fundamentals of intelligence preparation of the battlefield (IPB). It describes IPB, its use in. So you see, you can say anything about world history. The Alien Enemy Act of the US Congress A file in the online vers. This page contains the US Army Field Manual on Intelligence Preparation of the Battlefield.
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FIELD MANUAL Headquarters. Department of the Army. Washington, DC , 8 July INTELLIGENCE PREPARATION OF THE BATTLEFIELD. Identifier: milmanual-fmintelligence-preparation-of-the-battlefield. Identifier-ark: ark://t9qk. Ocr: ABBYY FineReader FM 34 Intelligence Preparation of the Battlefield.
Enemy capabilities and vulnerabilities identified during evaluation of the threat allow the commander and staff to make assumptions about the relative capabilities of the friendly command. As part of his initial planning guidance, the commander uses these gaps as a guide to establish his initial intelligence requirements.
Incorporating the results of IPB into COA development ensures that each friendly COA takes advantage of the opportunities the environment and threat situation offer and is valid in terms of what they will allow. Figure shows this wargaming.
Based on the results of wargaming, for each potential friendly COA, the staff— Constructs a decision support template DST and its associated synchronization matrix. Identities supporting intelligence requirements.
FM 34-130 Intelligence Preparation of the Battlefield
Refines the enemy COA models and event templates and matrices, focusing on the intelligence required to execute the friendly COA. Arranges the threat COAs in order of probability of adoption.
There may be a different order of probability for each potential friendly COA. Identifies the most dangerous threat COA.
The purpose of this manual is to describe the fundamentals of intelligence
Determines the probability of success of the friendly COA. Appendix A discusses in more detail the relationship between IPB and wargaming.
Decision: Following staff recommendations, the commander decides upon a COA and issues implementing orders. He also approves the list of intelligence requirements associated with that COA and identities the most important as priority intelligence requirements PIR.
As the battle progresses, IPB is used to continuously evaluate the situation facing the command, driving new iterations of the decision making process and the directing step of the intelligence cycle. For a complete discussion of the decision making process, see FM This guidance generates additional intelligence requirements in support of each potential friendly COA the targeting process supports.
Decide: As part of COA analysis and comparison, or immediately after, the staff generally starts the targeting process with a targeting conference. What target selection standards accuracy and timeliness to use. The targeting team further refines the event templates and matrices to include the information required to support targeting.
First, you must know your enemy. Iraq is illustrative.
Those fighting American forces include a complex mix of Sunni tribal militias, former regime members, foreign and domestic jihadists, Shiite militias and criminal gangs. Each has different motivations and ways of fighting.
Tackling them requires customized strategies. And it failed to understand that there were radical elements within the Shiite community that would use force to try to establish a theocratic system. It focuses almost exclusively on combating cohesive groups of insurgents who share the same goals.
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Yes, there are traditional insurgent groups in Iraq, like cells of former Baathists. But the foreign terrorists, religious militias and criminal organizations operate from very different playbooks. We have to learn to read them the way other nations faced with insurgencies have.
By working hand-in-glove with the Special Branch of the local police force, the Royal Ulster Constabulary, British intelligence agents penetrated the ranks of the Irish Republican Army, eventually capturing and incarcerating a legion of its leaders and operatives.
A former top-ranking I.
Fm 34 130 intelligence preparation of the battlefield
It should also give a better history of how such organizations have collaborated and factionalized over the years in Iraq, Afghanistan, Colombia and elsewhere. Now, certainly when an S2 ranks enemy COAs in order incoming reports and provide some degree of predictive analysis.
IPB is clear that in order to discern what COA the of probability, there will always be a most likely. In required. Rather, only through thorough reconnaissance emy COAs which can only be determined by thorough recon- naissance.
It is even riskier, and perhaps in identifying which COA the threat will execute. Storm, wrote that while Army doctrine states within a division the G2 is the senior intelligence officer, the doctrine is wrong.
FM Operations clearly states which could be considered very dangerous. Thus, it is identifying his intelligence needs, and his failure to provide impossible to predict prior to friendly COA development. If his guidance to the S2 for an S2 to do so.
Christopher, editor and translator of The Mind of Napoleon, A sively designating his priority intelligence requirements. To remedy current tactical trends, we must radically change 12FM , p.
First, change the format of the five paragraph 13Colonel Trevor N. Second, understand that predicting enemy actions and intentions is versity of Oklahoma Press, Fox cites other studies, as well as the highly speculative and cannot even begin to be accomplished archaeology of the Custer battlefield, to show the unpredictability of battle, as well as how units can fall victim to tactical disintegration. A few of the until thorough reconnaissance is conducted.
Because the books he cites include Du Picq, A. Third, 17FM , p. It is diffi- 19Ibid. S2 estimate, but assumes significant mission risk if he does so.
Army War College, p. The ability of our maneuver formations 24Ibid.
The resources the U. One for the offense that fight today is unequalled in human history.
Irwin, Calif.A few of the until thorough reconnaissance is conducted. Some of you always seem to think he is go- perience, knowledge, and training, that focuses on achieving ing to turn a double somersault and land on our his own mission.
The IPB which supports the decision making process must also remain dynamic, constantly integrating new information into the initial set of facts and assumptions. The relationship of the IPB process to each step in the decision making process is discussed below see Figure Rather, they are extremely confusing experiences.