MCWP 3-40.2

Information Management

U.S. Marine Corps 

PCN 143 000094 00 

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Unless otherwise stated, whenever the masculine gender is used, both 

men and women are included.
DEPARTMENT OF THE NAVY

Headquarters United States Marine Corps

Washington, D.C. 20308-1775

24 January 2002

FOREWORD

Marine Corps Warfighting Publication (MCWP) 3-40.2, Information Management, builds

on the doctrinal foundation established by Marine Corps Doctrinal Publication 6, Command

and Control. As set forth in MCDP 6, information management is one of the three basic elements 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 those

who plan, decide, execute, and assess. It presents all users and handlers of information with

a variety of techniques and guidelines to manage information effectively in order to support

the assessment and decisionmaking processes. Specifically, MCWP 3-40.2 discusses the

fundamentals 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 General

Marine 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 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-1

Principles . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-2

Use Requirements to Define the Information Flow . . . . . . . . . . . . . . . 1-2

Tailor Information for the Commander . . . . . . . . . . . . . . . . . . . . . . . . 1-3

Use Multiple Sources of Information . . . . . . . . . . . . . . . . . . . . . . . . . 1-3

Deliver Information on Time . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-3

Dissemination Accurate and Relevant Information . . . . . . . . . . . . . . . 1-3

Create Flexible and Redundant Procedures and Plans . . . . . . . . . . . . 1-3

Protect Information Through a Vigorous Security Program . . . . . . . . 1-3

Classes of Information Within an Information Hierarchy . . . . . . . . . . . . . . 1-3

Raw Data . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-4

Processed Data . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-4

Knowledge . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-4

Understanding . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-5

Characteristics of Quality Information . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-5

Information Format. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-5

Focusing Information Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-5

Commander’s Intent . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-5

Commander’s Guidance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-6

Commander’s Critical Information Requirements. . . . . . . . . . . . . . . . 1-6

Decisionmaking . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-6

Assessment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-6

Understanding Information . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-7

Planned Decisions. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-8

Spontaneous or Unplanned Decisions . . . . . . . . . . . . . . . . . . . . . . . . . 1-9

Information Management During Joint, Combined, and

Multinational Operations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-10

Chapter 2. Personnel and Duties

Key Information Management Personnel . . . . . . . . . . . . . . . . . . . . . . . . . . 2-1

Commander . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-1

Chief of Staff/Executive Officer. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-1

Primary Staff. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-1

Information Management Officer. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-2

Staff Section Information Managers. . . . . . . . . . . . . . . . . . . . . . . . . . . 2-2

Request for Information Manager . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-3

Common Tactical Picture/Common Operational

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

Webmaster . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-3
iv ______________________________________________________________________________________________________ MCWP 3-40.2

Subordinate Unit and Higher Headquarters

Information Management Officers . . . . . . . . . . . . . . . . . . . . . . . . 2-4

Organizations That Influence Information Management . . . . . . . . . . . . . . . 2-4

Combat Operations Center, Tactical Air Operations Center, 

and Combat Service Support Operations Center . . . . . . . . . . . . . 2-4

Combat Intelligence Center . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-4

Future Operations Section. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-4

Future Plans Section . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-5

Security Personnel . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-5

Information Security Manager . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-5

Special Security Officer . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-5 

Information Systems Security Officer . . . . . . . . . . . . . . . . . . . . . . . . . 2-5

Operations Security Officer . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-5

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

Chapter 3 Command and Control Support Structure Development 

Information Flow . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-1

Location of Information . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-1

Mobility. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-1

Accessibility . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-1

Filter/Fusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-1

Push Versus Pull . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-2

Information Management C2 Support Structure. . . . . . . . . . . . . . . . . . . . . . 3-2

Process Flow . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-2

Configuration Flow. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-2

Personnel Requirements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-3

Documentation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-3

Information Management Matrix . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-3

Daily Battle Rhythm Matrix . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-3

Decision Support Matrix. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-3

Request for Information Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-4

Information Manager . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-4

Submission Guidelines . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-4

Validation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-5

Submission to Higher Headquarters . . . . . . . . . . . . . . . . . . . . . . . . . . 3-5

Responses . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-6

Major Subordinate Command Procedures . . . . . . . . . . . . . . . . . . . . . . 3-6

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

Networks. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-6
Information Management__________________________________________________________________________________________ v

Chapter 4 Security 

Information Assurance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-1 

Information Protection . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-1

Threats . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-2

Accidental Threats . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-2

Attacks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-2

Protection . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-3

Information Security . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-3

Access to Classified Information . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-3

Security Marking of Documents. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-4

Computer Disk Classification. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-4

Classified Destruction. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-4

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

Appendices

A Information Management’s Support of Planning . . . . . . . . . . . . . A-1

B Information Management Tools and References . . . . . . . . . . . . . . B-1

Notes

Glossary

References and Related Publications
CHAPTER 1

FUNDAMENTALS OF INFORMATION

The term information generically refers to all facts,

data, or instructions in any medium or form. The

commander requires quality information to understand situations and events and to quickly control

the challenges that confront him. Marine Corps

Doctrinal Publication (MCDP) 6, Command and

Control, states that information serves two purposes: to help create situational awareness as the

basis for decisions and to direct and coordinate actions in the execution of a decision. Quality information adds value to the decisionmaking process

and is critical to the success or failure of an operation. Therefore, the commander must determine

his information requirements and ensure that information is managed effectively.

The Marine Corps operating environment of today

and the emerging threats of tomorrow require

force mobility, unit dispersion, and command

agility. As we move into the 21st century, the ability to simultaneously share quality information

from various locations will be necessary if the

commander is to make effective command and

control (C2) decisions. Information management

addresses information as a commodity instead of a

technology and is performed at all levels, regardless of the extent of automation. Effective information management delivers critically important

information in a timely manner to those who need

it in a form that they can quickly understand.

Information management includes all activities

involved in the identification, collection, filtering,

fusing, processing, focusing, dissemination, and

usage of information. It assembles information

that promotes understanding of the battlespace

and enables the commander to better formulate

and analyze courses of action, make decisions,

execute those decisions, and understand results

from previous decisions. Information management provides the quality information a commander needs to support the decisionmaking

process. The role of information management is

to provide a timely flow of relevant information

that enables the commander to anticipate changing conditions and understand its impact on current and future operations.

Information and the Commander

The commander makes decisions based on his

understanding of the location, disposition, and

status of friendly and enemy forces. Historically,

a commander achieved situational awareness by

personally viewing the battle. As the size and

scope of competing forces and the battlespace increased, the commander’s ability to fully understand the battle became limited. To achieve

understanding, a commander began to use situation maps, textual material (e.g., messages, reports, status boards), and voice reports in

conjunction with his experience (i.e., intuitive

reasoning and judgment) and personal contact

with frontline units to make decisions. However,

information that provided enhanced understanding of the situation or event was often available,

but it was not provided to the commander in a

timely manner or in a form that they could

quickly understand.

Today, the commander’s and the staff’s information requirements remain relatively the same—

they still rely on quality information to attain an

understanding of the battlespace. What has

changed is the technological capability to produce and disseminate enormous amounts of data.

The role of information management is to provide a timely flow of relevant information that

supports all aspects of the planning, decision, execution, and assessment (PDE&A) cycles of numerous, and potentially widely dispersed, units.

Automated capabilities and commonly understood procedures are used to display battlespace
1-2 ____________________________________________________________________________________________________ MCWP 3-40.2

information in a dynamic environment and to

rapidly gain understanding in order to make effective decisions.

The philosophy contained in MCDP 6 emphasizes

that Marines must learn to operate in an environment of uncertainty, and that combat is by its very

nature chaotic, disruptive, and unpredictable. Information collected in such an environment can often be inaccurate or misleading, and it may be not

be important, relevant, or available within the time

constraints of the commander’s decisionmaking

process. Technological advances have further

placed enormous amounts of information at a commander’s fingertips: more information is available

than one Marine can possibly collate, assimilate,

and evaluate.

Simply collecting and disseminating volumes of

information does not reduce information overload. Information management offers a solution to

the information requirements of decisionmaking.

Effective information management procedures

enable users to reap the benefits of technology

while providing quality information to commanders thereby facilitating decisionmaking, strengthening command and control, and avoiding

information overload.

MCDP 6 states that the three elements of command and control are information, people, and C2

support structure (see fig. 1-1), and that they must

interact seamlessly to produce effective and harmonious actions. These three elements provide the

commander with the tools needed to develop and

execute effective information management procedures that support all aspects of decisionmaking.

Principles

The following principles are required to efficiently and effectively manage information and

should guide the information management program at every level of command in order to facilitate decisionmaking. These principles apply to

every 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 information. Recognition of user requirements and the

resulting information flow allows commands to apply the proper mix of personnel, equipment, training, procedures, and network infrastructure to

produce 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 irrelevant

information according to the defined information

requirements in order to prevent information

overload. Provide information in the format specified by the commander.

Use Multiple Sources of Information

Knowledge is normally gained from information

derived from numerous products that have been

fused together. The use of multiple sources normally improves information accuracy and reduces error. But it can also increases network

traffic and add to the delay between gathering information 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 is

critical. When requesting information, the requestor

should clearly state when the information is required. The information should then be delivered to

the requestor in a timely manner. Information that is

late does not support the decisionmaking process.

Disseminate Accurate 

and Relevant Information

Inaccurate or irrelevant information is worse than

no information at all. However, even fragmentary information that supports critical information requirements may be of some value if it is

validated and provided in a timely manner in a

form that is clearly understood.

Create Flexible and 

Redundant Procedures and Plans

The information management plan must be able

to overcome changes generated by battle damage, sudden increases in the volume of information, and the needs of different commanders at all

echelons of command. The information management plan should have redundant capabilities and

incorporate back up procedures, alternate paths,

and primary and alternate personnel/organizations. It should avoid having any “single point of

failure” anywhere in the network, security, information, or information assurance architectures.

Protect Information Through

a Vigorous Security Program

Information management must assure the integrity of the information and the sources/databases

from which that information was derived. Corrupted or degraded information is of little value

and adversely affects the quality of the decisionmaking process.

Classes of Information Within an 

Information Hierarchy

There are four classes of information within the

information hierarchy: raw data, processed data

(information), knowledge, and understanding.

Each class of information has its own distinct role

in the decisionmaking process. The graduations

between the different classes may not always be

clear, but as information moves through the information hierarchy (see fig. 1-2 on page 1-4), it becomes more valuable to the decisionmaker.

Information management’s goal is to facilitate the

development of quality information throughout

the information hierarchy, thus increasing its

value and relevance and ensuring the development of understanding by the commander.

Some level of situational awareness can be

achieved with raw data, but situational awareness tends to strengthen as information moves

through the information hierarchy. Enhanced situational awareness enables the commander to be

better prepared to anticipate future conditions, visualize operations, provide guidance, and accurately assess situations. Developing accurate

situational awareness with limited and uncertain
1-4 ____________________________________________________________________________________________________ MCWP 3-40.2

information under severe time constraints is the

fundamental challenge of information management. There are two elements of situational

awareness: information and skill. Information is

provided by the staff and major subordinate commands in the form of feedback to help build the

commander’s understanding of the situation. Skill

is the personal understanding of the situation that

is based on the commander’s experience, judgment, and intuition. The combination of information and skill provides the commander with an

image of the situation from which he can base future decisions.

Raw Data

Raw data are the facts and individual pieces of information (data) that are the building blocks of processed information. This initial class of information

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

Processed Data

Processed data comes from organizing, correlating, comparing, processing, and filtering raw

data and making it readily understandable to the

potential user. The act of processing gives the information a limited amount of value. Processed

data may have some immediate, obvious, and

significant tactical value but it has not been evaluated 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.
Information Management _______________________________________________________________________________________ 1-5

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

Understanding

Understanding means we have gained situational

awareness and it allows the commander to be better prepared to anticipate future events and to

make sound decisions, even in the face of uncertainty. It is the highest level of information and the

most valuable. It is an appreciation for why things

are happening. Understanding occurs when personnel synthesize bodies of knowledge and then

apply experience, judgment, and intuition to reduce gaps generated by uncertainty in order to arrive at a complete mental image of the situation.

Characteristics of Quality Information

Quality information adds value to the decisionmaking process. Information is susceptible to distortion, both by the enemy (intended) and by

friendly sources (unintended). The characteristics of quality information are as follows:

l Accuracy—Information that conveys the true

situation.

l Relevance—Information that applies to the

mission, task, or situation at hand.

l Timeliness—Information that is available in

time to make decisions.

l Usability—Information that is in common, easily understood formats and displays.

l Completeness—Information that contains all the

necessary information for the decisionmaker.

l Brevity—Information that has only the level of

detail required.

l Security—Information that has been afforded

adequate protection where required.

Information Format

Sight is the most used human sense and 75 percent of all environmental stimuli are received

through visual reception. The retention rate of

graphic presentations is greater than that of verbal presentations. Whether visual, textual, or verbal, the presentation format should be commonly

understood and used consistently to minimize

confusion and facilitate understanding. The staff

produces information in a format that is tailored

to the commander’s needs; for example, some

commanders prefer visual products, yet other

commanders prefer textual information, while

still others may prefer a combination of several

products. It is important for the staff to clearly

learn which form of information is most useable

to the commander. It is equally as important for

the commander to identify to the staff the format

he finds most useful.

Focusing Information Management

Information management focuses the flow of information shown in figure 1-2. The staff and major subordinate command process, commander’s

critical information requirements (CCIRs), and

commander’s judgment are tools that can be used

to focus large volumes of available data to permit the efficient flow of quality information

through the information hierarchy. Commanders

and their staffs use these tools to focus and sort

information in order to identify information that

satisfies critical information requirements linked

to key decisions. The commander’s intent, commander’s guidance, and CCIR are used to measure the effectiveness of information that is used

to support decisionmaking. 

Commander’s Intent

MCWP 5-1, Marine Corps Planning Process,

states, “Commander’s intent is the commander’s

personal expression of the purpose of the operation. It must be clear, concise, and easily understood. It may also include how the commander

envisions achieving a decision as well as the endstate or conditions, that when satisfied, accomplish the purpose.”1 The commander’s intent
1-6 ____________________________________________________________________________________________________ MCWP 3-40.2

establishes the standards by which success is

judged. Through commander’s intent the aims of

the commander are articulated, his information requirements can be discerned, and the framework

for effective information management is formed.

Commander’s Guidance

The commander’s guidance forms the basis for

planning, execution, and direction; therefore, it

must be clear and concise. Although not prescriptive in nature, the planning guidance assists the

staff in making initial judgments on the ways and

means to achieve a decision. Based on his personal experience and judgment, the commander

articulates clear and concise guidance that helps

to focus the information management efforts of

the staff and subordinate commanders.

Commander’s Critical 

Information Requirements

CCIR are tools for the commander to reduce information gaps generated by uncertainties that he

may have concerning his own force, the threat,

and/or the environment. They define the information required by the commander to better understand the battlespace, identify risks, and to make

sound, timely decisions in order to retain the initiative. CCIR focus the staff on the type and form

of quality information required by the commander, thereby reducing information needs to

manageable amounts. Instead of reacting to the

threat, commanders are able to maintain tempo

by controlling the flow of information they require to attain the level of understanding they

need within the battlespace. As events unfold, information requirements may change as new decisions are required and CCIR are continuously

assessed for relevance to support current and future decisions/situations. The commander approves CCIR, but the staff recommends and

manages CCIR to assist the commander.

The commander categorizes CCIR as either

friendly activities, threat activities, or the environment. Friendly activities CCIR include the information the commander needs to make timely

and appropriate decisions relevant to his force.

This includes such information as force closure,

critical supply levels, and levels of combat effectiveness. Threat activities CCIR include the information the commander needs at a particular time

that relates with other available information and

intelligence to assist in assessing and understanding the situation. This includes indications and

warnings of threat intent and/or actions by the

threat (e.g., troop movements, changes in opposing force intents or policies). Environment CCIR

include the information the commander needs regarding the physical battlespace environment.

This includes all types of information not covered

in the friendly or threat categories (e.g., meteorological conditions, supporting infrastructure, geopolitical considerations, relevant activities of

nongovernmental and private organizations). 

Decisionmaking

Assessment

MCDP 6 establishes the doctrinal foundation and

the conceptual framework for assessment:

The commander commands by deciding what

needs to be done and by directing or influencing the conduct of others. Control takes the

form of feedback—the continuous flow of information about the unfolding situation returning to the commander—which allows the

commander to adjust and modify command

action as needed. Feedback indicates the difference between the goals and the situation as

it exists. . . . Feedback is the mechanism that

allows commanders to adapt to changing circumstances—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 commander

and staff use to plan operations, make accurate

and timely decisions, direct effective execution
Information Management _______________________________________________________________________________________ 1-7

of operations, and assess the results of those operations. It is a framework that supports the commander’s efforts to assimilate information in the

chaotic environment of war in order to increase

tempo through timely and decisive actions.

Assessment answers the commander’s question,

“How are we doing?” It should help the commander identify success or failure, determine the

extent to which required conditions have been met

for follow-on action, and recognize when a particular endstate has been reached. More specifically,

assessment (the evaluation of effects) should enable the commander to measure the overall

progress of an operation as it unfolds on the battlefield. By accurately measuring this progress, the

commander can make informed decisions for future actions.

The assessment process is continuous throughout

planning and execution. Planning is where the

commander establishes his intent (purpose) for

the mission as well as his envisioned endstate. It

is also where the staff identifies the essential

tasks and associated conditions that must be accomplished in order to achieve mission success.

These are amplified and supported by measures

of effectiveness (MOEs), indicators, and pertinent information in the commander’s order that

are expressed in clear, precise, and accurate language. They may be used as “gauges” to measure performance in execution and become

information requirements for evaluating the effectiveness of previously made decisions.

Understanding Information

The commander must frequently make decisions

with incomplete information—less than perfect understanding. He may make decisions based on partial understanding or at a limited level of situational

awareness. Understanding is used to support decisions and is a basis for future planning and execution. Understanding can affect decisions already

made and allow the commander to better visualize

success or failure. Experience, personality, and intuitive reasoning by personnel making the decisions

often influence the type and form of information

used to achieve understanding. The development of

tasks, conditions, MOEs, indicators, and pertinent

information can be useful tools to recognize quality

information used to achieve understanding.

Tasks

There are two parts to any mission: the task to be

accomplished and the reason or intent behind it.

The task describes the action to be taken. If tasks

are to be assessed, planners must develop proper

task statements. Tasks that are developed must

have a corresponding purpose that describes effects in tangible and measurable terms. Generally, these effects can be described in terms of

time, sizes of units, observable capabilities, or

terrain. Once a purpose is identified and some

tangible qualifiers in terms of time and terrain are

identified during planning, assessing the degree

to which the task has been accomplished during

execution is easier.

Conditions

A condition describes the status of battlespace

elements that the commander would like to have in

place before executing a decision. It can also be

used to determine when a task, stage, or phase of

an operation is complete. Conditions must be tied

to tasks. Conditions are expressed in enough detail

to allow personnel to realistically assess progress,

yet broad enough to provide commanders the

flexibility to adjust actions to meet unexpected

changes. Conditions must be understandable,

relevant, and measurable in order to be effective

assessment tools. Conditions are expressed as a

positive statement rather than a negative statement

to enable personnel to realistically assess the status

of associated battlespace characteristics.

Measures of Effectiveness

MOEs are those characteristics of the battlespace

that comprise specific components of a condition. MOEs support highly specific information

needs. Often MOEs identify desired results to
1-8 ____________________________________________________________________________________________________ MCWP 3-40.2

support a key decision that satisfies the components of a condition. MOEs are defined in terms

of indicators and pertinent information. The establishment of MOEs enable the commander to

assess whether or not conditions have been satisfied, which allows the commander to evaluate

whether or not decisions have achieved the desired results.

Indicators

Indicators are measurable observations that show

that the MOEs are, or are about to be, satisfied.

Indicators are supported by one or more pertinent information criteria used to evaluate the supported MOE. Traditionally, each staff section

identifies and monitors specific indicators. This

procedure can result in the same indicator being

managed by multiple staff sections. A better approach is to ensure all staff sections are aware of

all indicators associated with each MOE. Sharing

this information can prevent staff sections from

duplicating efforts to satisfy the same indicator.

More than one indicator can support MOEs, a

condition, and/or a CCIR.

Pertinent Information

Information needed to satisfy indicators is identified as pertinent information. Pertinent information satisfies indicators that are established

relative to each MOE used to support a desired

condition or CCIR. Staff sections identify information they need to satisfy each indicator for

which they are responsible. Timely identification

of pertinent information enables the staff to efficiently allocate resources in order to routinely produce quality information. Even more importantly,

it is the tool that enables the information management officer (IMO) to work with each staff section to create an information management plan

(IMP) that identifies procedures used to facilitate

the delivery of quality information to those who

need it in a format they can quickly understand.

Planned Decisions

Planned decisions are developed during the planning phase and implemented during execution. Decision points are generated/created as a result of

the planned decision process. Decision points identify points in time or space where the commander

expects to make key decisions. Friendly and enemy forces and environmental factors influence

those key decisions. Understanding the type of information necessary to support planned decisions

enables the unit to implement effective and efficient information management procedures. These

procedures enable the commander and staff to

clearly identify what type of information is required, who needs it, when it needs to be shared,

and the required format. To support planned decisions, the commander and the staff will—

l Develop decision points during planning that

will influence actions and events during execution. The decision support matrix (DSM) and

decision support template (DST) list these decision points and any associated named areas of

interest.

l Establish CCIR that identify friendly, threat,

and environmental information the commander

requires to gain the knowledge needed to make

key decisions listed in the DSM and DST.

l Establish indicators to help determine whether

the MOE has been met.

l Develop named areas of interest, based on geographic locations, that intelligence collection

assets monitor to confirm or deny enemy activity/indicators for the appropriate threat CCIR.

Report requirements are determined for subordinate commands that support friendly, threat,

and environmental CCIR.

l Ensure that information that satisfies an indicator is immediately sent to the combat operations center, flagged as input to a CCIR, and

immediately shared with all other staff sections. If the indicator provides knowledge the

commander needs to satisfy the CCIR, the staff
Information Management _______________________________________________________________________________________ 1-9

is notified and the commander decides whether

or not he has adequate understanding of the situation to make a decision.

Figure 1-3 demonstrates how personnel can identify and manage quality information to support

planned decisions based on warfighting functions. As indicators occur and understanding develops, the senior watch officer consults the

DSM/DST to determine what preplanned solutions are still valid. These facts are then placed

before the commander, who applies his experience, judgment, and intuition to the information

to make a decision.

Spontaneous or Unplanned Decisions

Information management must be flexible

enough to provide information that supports both

planned and spontaneous decisions for which no

prior planning was conducted. Spontaneous or

unplanned decisions are those decisions generated by unexpected or unplanned actions or activities. Since combat is inherently uncertain, the

commander and the staff use course of action

(COA) wargaming to identify environmental factors and threat activities that could affect the

friendly COA, and to develop branch plans to address these possibilities. Potentially, planners

Figure 1-3. Managing Information to Support Planned Decisions.
1-10 ___________________________________________________________________________________________________ MCWP 3-40.2

could develop multiple branch plans; they could

be intimately aware of friendly, threat, and environmental actions, reactions, and counteractions;

and they could still be surprised. When the plan is

executed, the threat could perform an unexpected

action or activity that would require a completely

new branch plan to be developed and executed.

However, armed with the knowledge and understanding gained by developing numerous branch

plans, the commander and staff planners are now

better prepared to observe, orient, and react with

“unplanned” decisions. Knowledge and understanding of current and anticipated actions by the

threat, friendly forces, and the environment enables the commander to make sound, timely decisions that control tempo even in the face of

uncertainty. The following actions may occur in

support of unplanned decisions:

l Indicators are generated as an event develops.

Some of these indicators are collected and reported in accordance with commander’s guidance and intent as articulated during planning.

l As this information is reported, the combat

operations center will at some point in time

recognize that an event is occurring that is not on

the DSM/DST and for which no planning has

been done.

l Recognition of an unplanned event requires

new plans and decisions to be made. This action generates new information requirements

from the commander and staff. These information requirements focus on the impending

event indicators to determine timing, location,

disposition, and/or status of the event and its

probable outcome.

l An understanding of the event is developed once

sufficient information is collected on the indicators. This understanding enables the commander

to make an informed decision and control tempo

despite unexpected events.

Information Management During Joint, 

Combined, and Multinational Operations

Information management procedures must be capable of providing a framework for rapid and effective exchange of information that enables the

Marine Corps component to share critical and relevant information in support of joint, combined, and

multinational operations. Although each Service

possesses Service-unique capabilities, joint operations require information management procedures

that are commonly understood by all components/

Services. Effective information management procedures ensure all essential information requirements

and the processes necessary to support those information requirements are understood by each component supporting the joint force.

Joint force commanders and component commanders maintain their situational awareness

through the use of a common operational picture

(COP). The Marine Corps component and subordinate echelons of command maintain a common tactical picture (CTP). The COP and CTP

help commanders execute the single battle by

maintaining situational awareness. The CTP displays friendly and threat forces in a graphic format with amplifying text as required. It also

displays relevant tactical control and fire support coordination measures. The CTP and COP

are derived using a common tactical dataset and

other sources of information. The common tactical dataset consists of shared information derived from numerous sources that support the

COP and CTP.
CHAPTER 2 

PERSONNEL AND DUTIES

Personnel are the second element of command

and control. This chapter identifies the principal

managers of quality information within each

command and outlines their information management responsibilities. Although these individuals

are key personnel with specific information management duties, every user of information has an

inherent responsibility to help manage, filter, and

fuse information. In a personnel-constrained environment, information management personnel

may serve multiple roles and provide expertise to

numerous functional areas (i.e., staffs, boards,

and cells). In every command, all personnel, as

information users, should support information

management procedures that enhance decisions

made throughout the decision cycle. 

Key Information Management Personnel

Commander

The commander does not merely participate in

planning: he drives the process. His intent and

guidance are key to planning. The commander

uses planning to gain knowledge and situational

awareness to support his decisionmaking process. Subordinate commanders use the commander’s guidance and concept of operations to

accomplish the mission. The commander establishes priorities for gathering and reporting quality information needed to maintain situational

awareness and achieve a level of understanding.

Clear guidance, commander’s intent, and CCIR

provide a focus for the staff to identify quality information used to support key decisions. 

Additionally, the commander performs the following information management functions:

l Approves the command information management plan used to share quality information.

l Approves the command communications plan

that complements and supports the information

management plan.

Chief of Staff/Executive Officer

The chief of staff/executive officer is responsible

for coordinating the actions of the staff and ensuring that the commander receives the information

he needs to make decisions. The chief of staff/executive officer directs the development of the operation order and performs the following additional

information management functions:

l Directs the development of and approves the

daily battle rhythm. 

l Implements the IMP. 

l Appoints the IMO. 

l Ensures that information management procedures are adequately shared with the staff and

subordinate commands. 

Primary Staff 

The staff functions as the commander’s eyes and

ears. They take the commander’s guidance, intent, and CCIR and use them to collect, filter, and

analyze data. The staff then provide the resulting

information to the commander. The principal

staff members perform the following information

management functions:

l Identify pertinent information used to support

the daily battle rhythm. 
2-2 ____________________________________________________________________________________________________ MCWP 3-40.2

l Establish internal staff section procedures to

share quality information through the use of

newsgroups, e-mail, message handling, homepages, requests for information (RFI), and suspense control measures. 

l Appoint a staff section information manager as

a point of contact for information management

matters. 

l Appoint personnel responsible for maintaining

information technology and network infrastructure used to share quality information. 

l Ensure training is completed for basic information management and security procedures for

appropriate personnel in each staff section. 

l Evaluate information management procedures

to assure efficient flow of quality information. 

l Establish benchmarks and conduct subjective

analysis to evaluate efficiency and effectiveness of information management procedures. 

l Work closely with the IMO to develop network

diagrams that identify the functional applications and network infrastructure required to

share quality information with those that need

it in a format that is clearly understood.

Information Management Officer 

The IMO must be capable of working closely

with personnel of all ranks to coordinate procedures necessary to share quality information generated by the staff. These procedures should

promote development and exchange of knowledge required by the commander to make decisions. At a minimum, the IMO must be aware of

the following functional needs:

l Key decisions the commander must make to

successfully achieve desired results. These decisions are normally reflected in a DSM. 

l Knowledge required by the commander to

achieve the level of understanding he needs before making key decisions. 

l Information the commander needs to reduce his

uncertainty about his force, the threat, and the

environment. Normally this information satisfies the CCIR. 

l Information required to satisfy established conditions for tactical operations. 

l Information the commander needs on a daily

basis to maintain situational awareness. 

To perform these functional needs, the IMO must

be capable of working closely with the staff to

accomplish 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 paragraph

on page 3-3). 

l Coordinate additional training required by staff

and component elements to support production

of quality information through effective information management procedures. 

l Work closely with the command CTP manager

(as described in the paragraph entitled Common Tactical Picture/Common Operational

Picture Manager on page 2-3) and with staff,

subordinate, and higher headquarters IMOs to

develop effective, efficient track management

procedures. 

l Work closely with information exchange technology personnel to facilitate efficient dissemination of quality information throughout the

MAGTF.

Staff Section Information Managers 

Each staff section information manager should be

aware of information required by the commander,

when it is required, and the desired format. Staff

section information managers are expected to

perform the following tasks:

l Monitor internal and external flow of information by their staff section. 

l Ensure the command IMO is aware of routine

daily updates and information produced by

each staff section to satisfy CCIR. 
Information Management _______________________________________________________________________________________ 2-3

l Provide the G-6/S-6 a daily update of commandlevel information requirements that may need

network infrastructure support, sharing of information, and equipment to support functional

needs (i.e., the number and type of equipment,

internet protocol [IP] accounts, e-mail and computer naming conventions, radio net and telephone requirements, and user lists for inclusion

in e-mail and telephone directories). 

l Ensure compliance with information management

procedures used to share quality information

through the use of Intranet/Internet capabilities. 

l Coordinate and conduct information management training for internal staff section members.

Request for Information Manager

RFIs are used to reduce uncertainty within the

command. Questions that cannot be satisfied by

organic assets are forwarded to higher headquarters in the form of a formal RFI. Answers to

questions that allow the staff to promote knowledge they require to support the commander are

shared through RFI responses. RFI managers are

assigned by the G-2 for intelligence-related questions and the G-3 for all nonintelligence-related

questions. RFI managers are expected to perform

the following tasks:

l Receive, validate, prioritize, and submit RFIs

to the appropriate authority for resolution. 

l Develop/manage a tracking system that ensures

that RFIs are processed in a timely manner and

that responses are expeditiously disseminated to

the requester and accessible to all personnel. 

See the Networks paragraph on page 3-9 for more

discussion of RFI procedures.

Common Tactical Picture/

Common Operational Picture Manager

The CTP/COP manager is responsible for the reporting and display of friendly, threat, and other

appropriate tracks. He is also the unit track manager. The CTP/COP manager for blue force tracks

is normally assigned by the G-3. The CTP/COP

manager for enemy force tracks is normally assigned by the G-2. The overall unit CTP/COP

manager normally is the G-3 CTP/COP manager.

The CTP/COP manager is expected to perform the

following tasks:

l Coordinate and deconflict all ground unit

tracks with all major subordinate commands

and higher headquarters. Air tracks are the responsibility of the aviation combat element,

which provides air tracks to the command element as required.

l Work closely with the senior watch officer to

ensure that the location and disposition of

friendly and enemy ground units are visually

updated as required.

Webmaster

Internets and Intranets are valuable resources

used to share quality information both internal

and external to the staff. The webmaster, who is

assigned by the G-6, creates a unit’s web site.

Specifically, the webmaster is responsible for the

following tasks:

l Create the command web site to support sharing of quality information. At a minimum, the

web site supports internal and external reporting requirements, CCIR, RFIs, commander’s

daily brief, and daily battle rhythm.

l Maintain the web site to ensure that changes to

information requirements are posted in a timely

manner.

l Maintain security over the web site and ensure

that information contained therein is available

to the appropriate personnel.

l Ensure procedures are developed, disseminated, and understood on how to access the site,

upload information, and change the site. 

l Maintain links to external sites of interest to the

staff.

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 uniformity 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 higher

headquarters appoints an IMO as a primary point

of contact for information management matters.

Subordinate and higher headquarters IMOs can be

expected to perform the following tasks:

l Review/update information reflected by the reports matrix and daily battle rhythm.

l Conduct liaison with the higher headquarters

and adjacent IMOs.

l Coordinate and assist the training required to

produce quality information throughout the

Marine air-ground task force (MAGTF).

l Ensure appropriate management personnel are

designated within the command to address

technical support if the MAGTF chooses to use

automated or electronic means to share and

manage command information (i.e., web site,

newsgroup, public folders, shared directories).

Organizations That

Influence Information Management

Combat Operations Center, Tactical

Air Operations Center, and Combat

Service Support Operations Center

The combat operations center, tactical air operations center, and combat service support operations

center support current operations. Personnel operating in these centers conduct the following information management related activities:

l Assess information flow to support operations.

l Review and record incoming message traffic to

filter and fuse information in accordance with

the commander’s guidance and intent. Provide

the commander with information that relates to

the CCIR and decision points.

l Manage the CTP through commonly understood track management procedures.

l Monitor the CTP’s efficiency, effectiveness,

and accuracy to provide enhanced situational

awareness 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 intelligence requirements.

Combat Intelligence Center

The combat intelligence center is the overarching intelligence operations center established

within the main command post. It performs the

following functions:

l Reviews, assesses, and disseminates threatrelated information in a format that is quickly

understood by those needing the information.

This provides a common understanding of the

threat within the designated battlespace.

l Monitors the efficiency, effectiveness, and accuracy of the threat assessment determined by

the common tactical picture parameters.

l Works closely with the combat intelligence

center, future operations section, and future

plans section to ensure threat assessments satisfy designated planning horizons and are updated accordingly.

l Develops, monitors, and updates priority information requirements and RFIs. Responds to

priority information requirements and RFIs of

the commander, staff, and subordinate commands.

Future Operations Section

The future operations section develops courses of

action that support the next stage or phase of the
Information Management _______________________________________________________________________________________ 2-5

operation, and information management supports

the following activities:

l Collaborative planning, which requires the

sharing of quality information through the use

of collaborative capabilities and commonly understood procedures as outlined in appendix A.

l Visually displaying information, which includes

tools and overlays that describe fire support coordinating measures, boundaries, maneuver, logistics/sustainment, decisions, and intelligence.

l Planning tools that are capable of supporting

COA development.

l Filtering tools and procedures to assess measures

of effectiveness for conditions tethered to key decisions required to support execution and transition to the next stage or phase of the operation.

Future Plans Section

The future plans section develops the next phase of

the operation. Information management supports

the following future plans activities and tools:

l Collaborative planning, which requires the

sharing of critical and relevant information

through the use of collaborative capabilities

and commonly understood procedures.

l Visually displaying information, which includes

tools and overlays that describe fire support coordination measures, boundaries, maneuver, logistics/sustainment, decisions, and intelligence.

l Planning tools that are capable of supporting the

development of the next phase of the operation.

Security Personnel

Information Security Manager

The information security manager is responsible

for the proper accountability, control, personnel

access, and physical security/storage of noncompartmented classified data (hard and soft copy

forms). This includes the TOP SECRET control

officer’s responsibility for the JTF TOP SECRET

registry’s accountability, control, and access.

Special Security Officer

The special security officer is responsible for sensitive compartmented information (SCI) management, control, and access and is normally a G-2/

S-2 function.

Information Systems Security Officer

The information systems security officer is responsible for safeguarding the command’s information systems. The information systems security

officer enhances the command’s information security knowledge, skills, and abilities through

command-wide education and training programs.

The information systems security officer performs

the following information management functions:

l Maintains a plan for site security.

l Ensures the information system is operated,

used, maintained, and disposed of in accordance with security policies and practices. 

l Conducts site survey and vulnerability assessments of systems in order for them to process

classificed and sensitive information. 

l Ensures the information system is accredited and

certified if it processes sensitive information.

l Ensures users and system support personnel

have the required security clearances and authorization, and are familiar with internal security practices before access to the information

system is granted.

l Ensures the information system has intrusion

detection devices.

l Enforces information system security policies

and safeguards.

Operations Security Officer

The operations security officer provides oversight

and implementation of the command operations security program, ensuring protection against compromise of friendly force information. This position is
2-6 ____________________________________________________________________________________________________ MCWP 3-40.2

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

User Responsibilities

The following duties and responsibilities are incumbent upon all users of information to ensure 

proper information flow:

l Report information as required by the command CCIR.

l Ensure accuracy and relevance of information before further dissemination. Clearly differentiate 

between original information and previously reported 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 requirements published by the IMP.

l Retain any irrelevant or conflicting information 

discarded during analysis and correlation of 

data—do not destroy it prematurely. This information may become useful when combined 

with additional facts.
CHAPTER 3

COMMAND AND CONTROL

SUPPORT STRUCTURE DEVELOPMENT

C2 support structure is the third element of command and control. C2 support structure is more than

advanced technology and equipment—it is the integrated use of organizations, people, capabilities,

training, procedures, doctrine, and network infrastructure to support C2 and decisionmaking processes. An effective C2 support structure produces

information that promotes understanding of the situation or event and allows the commander to be better prepared to direct and coordinate actions in the

execution of a decision.

Information Flow

An effective C2 support structure improves information flow by—

l Reducing labor and saving time by automating

repetitive procedures and performing intensive

calculations.

l Disseminating information to many users in

different geographic locations.

l Transforming tabular data into graphic or other

visual products that allow personnel to quickly

understand the situation or event. Appendix A

contains examples of visual mapping products

that support each step of the Marine Corps

Planning Process.

When developing a C2 support structure that enhances the flow of information across warfighting

functions (command and control, maneuver, fires,

intelligence, logistics, force protection) and across

traditional staff section boundaries, numerous factors should be considered. These factors include

location of information, mobility, accessibility, filter/fusion, and push versus pull.

Location of Information

The repositioning of the required information at

anticipated point(s) of need speeds up the flow of

information, reduces demands on communications networks, and provides required information

to those that need it in a timely manner. Knowing

that information is prepositioned at a specific point

is critical when units are highly dispersed.

Mobility

A reliable and secure flow of information must be

commensurate with the commander’s mobility

and tempo of operations requirements. The capabilities and procedures necessary to support effective information flow must be flexible enough

to adjust immediately to support low footprint

and highly mobile command posts, as well as the

mobility requirements of subordinate units.

Accessibility

All levels of command must have access to the

information they require to support concurrent

and/or parallel planning, mission execution, and

assessment. An effective C2 support system uses

automation to provide the user with quality information quickly; for example, automated, dynamic

visual display of forces in a CTP environment. 

Filter/Fusion

Information is received from many sources, in

many mediums, and in different formats. Filtering

occurs when information is evaluated/assessed and

deemed to be of value and irrelevant data is discarded. Fusion is the logical blending of information from multiple sources into an accurate,

concise, and complete summary. The C2 support
3-2 ____________________________________________________________________________________________________ MCWP 3-40.2

structure must give analysts and decisionmakers

the ability to quickly filter and fuse information.

Push Versus Pull

Information management uses two basic approaches to share information: supply-push and

demand-pull. The C2 support structure incorporates the most appropriate approach based on the

commander’s information requirements.

A supply-push methodology relies heavily on information being pushed from the source to the

user, either as the information becomes available

or according to a schedule. The advantage of supply-push is that the commander normally does not

need to request quality information. Quality information is delivered (or pushed) to the user in a

timely manner. This type of information management can result in information overload because

producers of information may not completely understand user information requirements.

In a pure demand-pull system the user initiates

the flow of information and seeks out information

required. If the information is readily available—

pre-existing in a database—the requirement is

quickly satisfied. If the information is not available, the requirement must move through the

chain of command until it reaches the appropriate level. Information can be tailored specifically

to support the identified requirement, thereby

avoiding overload. The disadvantage to the demand-pull system is the cost in time, since the

search for information may not begin until the

commander or user has identified a need.

Information Management 

C2 Support Structure

The development of an information management

C2 support structure consists of the following

three steps: process flow, configuration flow, and

personnel requirements.

Process Flow

MCDP 1-2, Campaigning, identifies six basic

warfighting functions: command and control, maneuver, fires, intelligence, logistics, and force

protection, and an information process supports

each warfighting function. Each process captures

the step-by-step tasks necessary to collect, analyze, and disseminate the information. Understanding the process flow (how information is

physically transmitted and processed) that supports each warfighting function enables the IMO

to work closely with the staff and commander to

develop effective information management procedures. An effective C2 support structure accounts for the different warfighting processes

unique to each level of command.

The first step in the development of an information

management C2 support structure is to identify the

process flow that supports each warfighting function. A process flow diagram identifies the series

of tasks necessary to support each warfighting

function. Information management is central to the

process and is focused on supporting the processes that satisfy information requirements essential to the warfighting functions.

Configuration Flow

Once the process flow diagrams have been created, the next step in the development of an information management C2 support structure is the

development of the configuration flow diagrams.

A configuration flow diagram describes the configuration of systems necessary to support the

tasks in the process flow diagram.

A configuration flow diagram is established by

performing the following actions—

l Determining the system required to perform

each task identified by the process flow diagram.

l Identifying the network infrastructure necessary to disseminate information produced by

personnel performing each task identified by

the process flow diagram.
Information Management _______________________________________________________________________________________ 3-3

Each system is placed in the appropriate command element organization linked by the proper

network infrastructure. Current command relationships and task organization of forces are

taken into consideration to develop the configuration flow diagram. This methodology permits a

command to identify system and network shortfalls or potential vulnerabilities.

Personnel Requirements

In the final step of developing a C2 support structure, the command identifies personnel requirements from the configuration flow diagram and

determines the number of personnel, skill sets

(training), and procedures necessary to support

each warfighting function. The identified personnel requirements are then measured against what

is currently being used by the command. This

comparison allows the command to identify any

deficiencies and to implement corrective action if

necessary. Both of these actions result in an efficient flow of information within the command C2

support structure and effective decisionmaking. 

Documentation

Capturing information management decisions and

plans in documentation that is easily distributed facilitates a common understanding of information

management throughout the command. 

Information Management Matrix

The information management matrix records all

information requirements, user(s), recipients, capabilities used to process the information, and

pathways necessary to pass information. It is a

powerful planning tool used to support execution,

to determine the source of information flow problem(s), and to correct any information flow problems through appropriate action/coordination. A

carefully designed information management matrix significantly enhances the efficiency and effectiveness of staffs and decisionmakers. The staff

determines the content of the information management matrix.

Daily Battle Rhythm Matrix

The DBRM is a schedule of key daily events that

involve the commander and the staff. These events

can include staff briefings, updates, visits, reports,

and products (e.g., air tasking order, intelligence

summary). These events are extracted from the

information management matrix and placed on the

DBRM. The purpose of the DBRM is to disseminate the schedule and facilitate the integration of

various events. The commander and the staff are

responsible for identifying which event needs to be

placed on the DBRM. The chief of staff/executive

officer manages the DBRM.

Decision Support Matrix

The DSM links information to key decisions and

helps the commander coordinate activities and maintain situational awareness. The commander and staff

develop a DSM during the planning process. The

DSM identifies key decisions that the commander

expects to make during the next stage or phase of the

operation. Table 3-1, on page 3-4, illustrates how a

DSM can be used to assist with the identification of

quality information used to support assessment.

Once the DSM is written, a DST can be created. The

DST is a mapping product that graphically displays

the text information contained in the DSM.

The DSM identifies the CCIR needed by the

commander in order to gain knowledge and to

achieve the understanding he needs before making key decisions to achieve the desired results.

The DSM identifies conditions and MOEs to assist in recognizing when desired results for each

decision are achieved. For certain decisions,

MOEs and approved conditions may be the same,

but that determination depends upon the type of

decision being made by the commander. The

DSM identifies indicators that support each

MOE. Indicators may be developed to support the

designated condition directly. Each staff section

identifies pertinent information used to support
3-4 ____________________________________________________________________________________________________ MCWP 3-40.2

each indicator. Indicators are managed using tools

that enable all personnel to share pertinent information that satisfy indicators. Staff sections ensure the IMO is aware of pertinent information

used to satisfy indicators.

Request for Information Management

RFIs are specific, time-sensitive ad hoc requirements for information or products submitted to

higher headquarters to support an ongoing crisis or

operation not necessarily related to standing requirements or scheduled intelligence production. RFIs

are generated to answer questions that cannot be resolved with organic assets, when the information

does not exist within internal databases, and when

the information cannot be satisfied by resident subject matter experts. Figure 3-1 depicts a typical process flow used to support RFI management.

Information Manager

An RFI manager (G-2 or G-3) serves as the central point of contact for multiple sources: the operational planning team, primary staff sections,

and major subordinate commands. All RFIs are

submitted to the appropriate RFI manager who

validates the RFI, assigns priorities, and submits

the RFI for resolution. Each RFI manager applies the commander’s guidance and intent,

CCIR, and good judgement to guide validation

and prioritization of each RFI. RFIs directly tied

to the CCIR are assigned a higher priority than

other RFIs.

Submission Guidelines

Before the requestor submits an RFI, local information and the RFI database is searched to ensure

that the information is not available or that a similar request has not already been submitted. If the

information cannot be found, an RFI is submitted to the appropriate RFI manager. All intelligence-related requests for information are

processed through a G-2 RFI manager. All nonintelligence-related requests for information are

processed by the G-3 RFI manager. The following guidelines apply to the drafting and submission of RFIs:

l Limit the RFI to one question per request. Multiple questions can increase response time and

add confusion as multiple agencies answer the

questions from one RFI. 

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

Decision Task CCIR Condition MOE Indicators

Pertinent

Information NAI

Collection

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 to

H-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 

communications 

decreased.

Number of 

vehicles 

travelling on 

3d RAG lines 

of communications.

7 BDA from 

MAW 

missions, 

unmanned 

aerial vehicles,

artillery 

forward 

observers.

5
Information Management _______________________________________________________________________________________ 3-5

l State the RFI as a specific question. Provide

sufficient detail so that the receiving action officer completely understands the request and

the nature of the requirement.

Validation 

Once an information requirement is identified, the

action officer checks locally available resources,

including other staff officers, other command sections, on-line services (libraries, databases, repositories), and other organizations (higher, adjacent,

subordinate, supporting). If the information requirement cannot be satisfied locally, the action

officer submits the request to the appropriate RFI

manager for resolution. Upon receipt, the RFI

manager screens the requirement to determine validity. Valid RFIs are recorded, managed, tracked,

and sent to higher, subordinate, or adjacent headquarters or to another agency to obtain the requested information. The validation process

includes, but is not limited to, the following:

l Determining if the requested information is resident within the command. 

l Determining which agency should receive the

RFI for action. 

l Approving the request. If approved, submit RFI.

If not approved, the request should be returned

to the originator for appropriate justification. 

l Assigning a tracking number to all validated

RFIs. 

l Logging in the RFI on the RFI tracking sheet

and posting the RFI to the MAGTF RFI database. If there is a duplicate request, the RFI

manager provides all originators with the appropriate RFI tracking number. 

l Forwarding the request to the appropriate headquarters, staff sections or agency for action and

confirming receipt of the request by the action

addressee.

Submission to Higher Headquarters

Once validated, the RFI manager generates an

RFI to higher headquarters that contains the approved, formal command RFI. Only the RFI

manager is authorized to submit the RFIs to

higher headquarters. All other information requests that are generated through normal staff action to higher headquarters are not RFIs and

should not be labeled as such. Following this submission process reduces formal RFIs to only

those that warrant command-level attention and

are critical to planning or execution. Upon receiving information that satisfies a RFI (i.e., via message or report from higher headquarters or an

outside agency), the RFI manager immediately

transmits the response to the originator of the

RFI. Additionally, the RFI manager updates the

status 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 manager. The RFI manager posts the response to the

RFI database and notifies the requester that a response has been received. The RFI tracking log is

updated to reflect that a response was received and

that the requester was notified. It is the responsibility of the individual that initiated the RFI to screen

the response and determine if it is adequate or

whether an additional RFI needs to be generated to

acquire the desired information. If the RFI is not

answered completely or additional information is

desired, the requestor should resubmit the RFI

with appropriate comments or clarification.

Major Subordinate Command Procedures

Major subordinate commands manage RFIs

within their command. Upon confirming that an

information requirement is critical to planning or

execution and that the information requirement

cannot be satisfied at their level, major subordinate command RFI managers submit their RFI to

their higher headquarters for resolution. 

Information Management Plan

The IMP expresses how the command will manage and control information. The IMP reflects all

three elements of C2: information, people, and

C2 support structure. The IMP assigns responsibilities and provides instructions for personnel

who will manage information. Information management responsibilities identified by unit standing operating procedures (SOP) do not need to be

duplicated in the IMP. Development of an IMP is

a vital step to ensure that decisionmakers have

the information they require, when they need it,

and in a format that they can quickly understand.

Each command must develop an IMP tailored to

manage its information in the context of its mission and the current situation or event.

An effective IMP provides guidance to ensure

that quality information is provided to those who

need it in a form that they can quickly understand. The IMP should include information management filtering tools; unique information

management personnel needs (duties, responsibilities, and skill requirements); C2 support structure requirements (processes and procedures);

and information management system protection.

The IMP should include specific guidance for

management of the CTP/COP, the collaborative

planning system, RFI management procedures,

and network applications used to share critical

and relevant information. The IMP may be distributed by the use of newsgroups, web pages, or

other applications.

The development and execution of an effective

IMP requires the participation and interaction of

all staff sections. Once each staff section identifies their information requirements, warfighting

process and configuration flow diagrams, and

personnel requirements, the appropriate information is incorporated into the IMP.

Information management policy and procedures

are top-down in nature and the IMP must include

considerations for joint interoperability. Commanders and staffs at all levels must have a common understanding of the joint information

management policy and procedures. JTF information management practices nest within those already established by the supported combatant

commander. Component, MAGTF, and major

subordinate information management practices

are required to nest within those of the JTF. Appendix B provides a list of tools and references

that will support execution and the development

of the IMP. 

Networks

Information is transmitted over five specific

networks: Joint Worldwide Intelligence Communications System (JWICS), SECRET Internet Protocol Router Network (SIPRNET),

Nonsecure Internet Protocol Router Network

(NIPRNET), allied networks, and coalition net-
Information Management _______________________________________________________________________________________ 3-7

works. The JWICS is a classified network used

to process and disseminate information classified as SCI. The SIPRNET is a classified network authorized to process and disseminate

information classified as SECRET or below. 

The NIPRNET is a sensitive but unclassified network able to process and disseminate sensitive

information that is identified as unclassified or

below. Allied networks are established and maintained by our allies and are made available to

U.S. forces to maintain interoperability when

conducting operations. Control measures are normally the same as that of all information releasable to that allied nation. Combined forces

establish coalition networks as required to support a specific operation. The JTF commander

and appropriate classification authorities determine the control measures used to protect and

disseminate classified information disseminated

by a coalition network.
CHAPTER 4 

SECURITY

Technology allows us to deliver accurate information in a timely fashion; however, the enemy

is also able to use technology to compromise the

security of our information. To safeguard against

unauthorized access or modification of information, each command must detect and protect

against information compromise. The security of

information is critical to information management and the effective conduct of operations.

Proper security enables commanders to sustain

tempo by monitoring the status of friendly information, identifying any attempts to penetrate or

attack friendly force information, and to identify

the location and type of threat involved. Armed

with that information, commanders can determine

appropriate passive or active measures to deter

further intrusion or initiate actions to deceive or

possibly terminate the threat as appropriate. The

security goal of information management is to

maintain and ensure integrity of information

within the command. 

Information Assurance

Information assurance is the joint term applied

to those security actions taken to protect

friendly information and information systems.

It is all “information operations that protect

and defend information and information systems by ensuring their availability, integrity,

authentication, confidentiality, and non-repudiation. This includes providing for restoration of

information systems by incorporating protection, detection, and reaction capabilities.”1

Information Protection

Mission accomplishment depends on protecting

information and information systems from destruction as well as safeguarding against intrusion

and exploitation. Therefore, a key component of

the IMP is information protection. Information

protection is addressed through command security programs; e.g., physical security, information

security, computer security, and communications

security. All users share responsibility for information protection. Information security is a force

protection issue and all users should be extremely

vigilant in the use of any form of communication.

It is imperative to use established security protocols and procedures for successful mission accomplishment. There are three steps to defeating a

network intruder:

l First, prepare a defense. Network defenses provide limited, not complete, protection. It is possible for an intruder to acquire information that

could be detrimental to friendly force operations/mission objectives. 

l Second, defeat the intruders. Network detection

devices identify when and where an intrusion

attempt occurs and the method of intrusion. 

l Third, establish a contingency plan that meets

and defeats the threat and restores essential capabilities within the time constraints established

by the commander. This capability allows the

commander to choose when and where to degrade, defeat, deceive, or possibly destroy the

threat once it is detected.
4-2 ____________________________________________________________________________________________________ MCWP 3-40.2

Information can only be protected through a comprehensive plan to defend against, detect, deceive, and defeat hostile intrusion. The IMO must

work closely with the staff to ensure that critical

databases and networks are adequately protected. 

Threats

Threats are potential violations of security and

exist because of vulnerabilities in a system. There

are two basic types of threats: accidental threats

and attacks.

Accidental Threats

An accidental threat occurs if information is exposed unintentionally or if modifications to the

system leave it vulnerable to attack. Exposures

can emerge from hardware and software failures

as well as user and operational mistakes. For example, an exposure occurs when a user sends

confidential mail to the wrong person.

Attacks 

An attack is an intentional threat to violate system security and destroy, modify, fabricate, interrupt, or intercept data. An attack results in

disclosure of information, a violation of information confidentiality, or in the modification of the

system, which results in a violation of system integrity. Examples of attacks are viruses, worms,

Trojan Horses, denials of service, and hackers.

Viruses

A computer virus, by definition, is any program

(or code) that replicates itself by attaching a copy

of itself to another file. A virus is particularly

dangerous because users typically do not know

that their functional capabilities or networks are

being infected until the virus reveals itself (the

consequences of which can range from annoying

to catastrophic.) Viruses are a more common

source of infection as modem/Internet file transfers become more commonplace. NIPRNET,

SIPRNET, and JWICS systems are becoming

more popular as a file and e-mail transfer medium, and users of these systems are at greater

risk than other network users because these systems bypass network server virus protections.

At the most basic level, viruses can be categorized as one of two types: file or boot. File viruses reside inside .exe or .com files, gain control

of the computer system when that file is executed, and attach a copy of themselves to other

files after they gain control. Boot viruses reside

in the section of the floppy disk or hard disk that

is loaded into memory at boot time, and hence,

are loaded into memory before other programs.

This enables book viruses to re-infect floppy

disks inserted in the disk drive. The following

subsets of file viruses resist easy detection: 

l Stealth viruses avoid detection via file size

monitoring in various innovative ways that exploit disk operating system (DOS) interrupts. 

l Polymorph or mutation viruses copy modified

versions of themselves each time they spread to

other files. 

l Macro-type viruses infect everyday document

and spreadsheet files. This virus type exploits

the small macro executable code inside word

processing or spreadsheet files and is spread

through e-mail attachments and is the most infectious virus.

Worms

A computer worm is a self-contained program (or

set of programs) that spreads functional copies of

itself or its segments to other computer systems

(usually via network connections). Unlike viruses,

worms do not need to attach themselves to a host

program. There are two types of worms: host

computer worms and network worms.
Information Management _______________________________________________________________________________________ 4-3

Trojan Horse

A Trojan Horse is a program or file that appears

to be useful and harmless, but it has harmful side

effects such as destroying data or breaking security on the system on which it is run. It is similar

to a virus except that it does not propagate itself

as a virus does.

Denial of Service

A denial of service attack is not a virus but a

method hackers use to prevent or deny legitimate

users access to a computer. Denial of service attacks are typically executed using DOS tools that

send many request packets to a targeted Internet

server (usually web, file transfer protocol [FTP],

or mail server), which floods the server’s resources, making the system unusable. Any system that is connected to the Internet and equipped

with tactical control protocol (TCP)-based network services is subject to attack.

Hackers

A hacker is a person who breaks into, attempts to

break into, or uses a computer network or system

without authorization.

Protection 

The first tier of threat detection and elimination

occurs at the server level. Typically, a server is a

more powerful computer that stores and accesses

data; receives, transmits, and routes e-mails; and

performs processing tasks on behalf of a user’s

computer. The G-6/S-6 is responsible for server

protection and network system administrators

manage protection at the server level. The network system administrator programs the server to

run anti-virus software automatically at the server

level to scan for viruses or infected files on the

shared drive. However, servers are also susceptible to compromise and some viruses can bypass

server protection and infect a user’s computer.

Therefore, the second tier of defense occurs at the

user’s computer.

At the user level, all workstations should have

anti-virus software that detects and eliminates viruses when the user boots up the system. The user

can also elect to run the anti-virus software to perform 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 be

initiated at least once daily, and users should initiate a virus check at the start of each shift.

The last tier of virus detection and elimination is

the individual diskette. Diskettes, which move

from machine to machine, can easily host viruses

and infect each machine they are used in. Unless

you know otherwise, assume diskettes are infected. The user is responsible for scanning diskettes with virus detection software before the

diskette is used. 

Information Security

Information security is “the protection of information and information systems against unauthorized access or modification of information,

whether in storage, processing, or transit, and

against denial of service to authorized users. Information security includes those measures necessary to detect, document, and counter such

threats. Information security is composed of computer security and communications security.”2

Access to Classified Information 

The information security manager establishes procedures to verify security clearances for assigned

and augmented personnel. Access, regardless of

clearance, is based on a “need to know” basis that

is consistent with operational requirements and is

controlled by the individual who has authorized

possession, knowledge, or control of the information. Cleared personnel should not be permitted

access to classified information and information

systems until briefed on information management

and information security procedures.
4-4 ____________________________________________________________________________________________________ MCWP 3-40.2

Security Marking of Documents

All users must ensure they properly mark all documents with the appropriate classification level.

Header and footer markings should be included

as well as paragraph markings, even though some

viewers do not display header and footer text. Do

not rely solely on header and footer comments for

proper marking of electronic documents.

Computer Disk Classification 

Diskettes are registered/labeled with the appropriate operational classification. They are labeled

with either the SF 710 (1-87) UNCLASSIFIED

sticker (green) or the SF 707 (1-87) SECRET

sticker (red). Diskettes used in a SECRET computer system, regardless of the classification of

the files on the diskette, are classified SECRET

and marked appropriately.

Classified Destruction

Classified material that is no longer required for

operational purposes are disposed of in accordance with the U.S. Code, Title 44, Public Printing and Documents: chapter 21, “National

Archives Records and Administration” and chapter

33, “Disposal of Records;” SECNAVINST

5510.30A, Department of the Navy Personnel

Security Program; and SECNAVINST 5510.36,

Department of the Navy (DON) Information

Security Program (ISP) Regulation. 

Material identified for destruction is protected as

appropriate for its classification until it is actually

destroyed. The method of destruction must eliminate the ability to reconstruct the classified information. Dispose of written materials via an

authorized shredder (crosscut is preferred) or by

placing it in a burn bag. Shredders are the preferred method of destruction. Burn bags should be

placed throughout the unit workspace, particularly

areas that include printers and copiers, and are

controlled in a manner that minimizes the possibility of unauthorized removal of their classified contents prior to actual destruction. Diskettes and

removable hard drives are physically destroyed to

prevent unauthorized access to the classified material recorded upon them. If diskettes and hard

drives are still useful use authorized degaussing

and erasure programs to remove classified material and render the diskettes and hard drives reusable. Records of destruction are not required for

SECRET material except for NATO and foreign

government documents. Two signatures are required on the record of destruction for NATO or

foreign government SECRET material. Records of

destruction are not necessary, unless required by

the originator, for CONFIDENTIAL material. See

the unit information security manager or SCI special security officer if there are any questions regarding destruction of classified materials. 

Future, Multi-Level Security Requirements

The competing demands of security and wide dissemination of information require databases and

networks with different levels of classification and

access. Currently, the different networks include

the NIPRNET, the SIPRNET, and the JWICS.

However, in any given scenario a command may

also need to operate on an allied- or coalition-classified network. Passing information from a network to another network of higher classification is

usually achievable and secure. However, sharing

information from a protected network to another

network of a lower classification is much more

difficult and is currently not possible in an automated fashion. Operators must take great care to

ensure that information protected at the higher

level is not compromised and inadvertently placed

into the network with a lower classification. Operators can use local procedures to manually verify

that information is appropriate for release, and

then use some manually managed procedure (i.e.,

copying to a known clean disk and moving that

disk to the network of lesser classification) to disseminate the information.

The ability to exchange various classifications of information between different networks on one workstation is not currently authorized. As a result,
Information Management _______________________________________________________________________________________ 4-5

organizations are required to use redundant systems

to perform the same functions conducted at different

classification levels. As an example, the all-source

fusion center requires three different workstations to

perform intelligence assessment: one terminal to access SCI; one terminal to access SECRET information; and one terminal to collect, analyze, and

disseminate open-source information. Once multilevel workstations are approved to process and disseminate different classifications of information, the

use of redundant systems to support information requirements will be reduced.
APPENDIX A

INFORMATION MANAGEMENT’S

SUPPORT OF PLANNING

Planning is based on the commander’s intent and guidance and requires immense amounts of focused information to be successful. Information management tools and procedures provide commanders and planners the information

they need in a form that they can quickly understand. Information management

tools and procedures also facilitate the exchange of information throughout the

command, which in turn enhances the ability to plan at all levels of command

and promotes unity of effort throughout the MAGTF.

The Marine Corps Planning Process establishes procedures for analyzing a mission, developing and analyzing COAs against the threat, comparing friendly

COAs against the commander’s criteria and each other, selecting a COA, and

preparing an operation order for execution. The MCPP organizes the planning

process into six manageable and logical steps (see fig. A-1). It provides the commander 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 levels

of command can begin their planning effort with a common understanding of the

mission and commander’s intent. Interactions among the various planning steps

allow a concurrent, coordinated effort that maintains flexibility, makes efficient

use of time available, and facilitates continuous sharing of critical and relevant

information. See MCWP 5-1 for a detailed discussion of the Marine Corps Planning Process.

With a thorough understanding of higher headquarters’ orders and intent and an

understanding 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 requirements and capabilities. Staff estimates are continuously updated and provided to planners using various forms of information, to include voice, text, and

visual display products. Throughout the planning process, planners maintain situational awareness of current operations by monitoring a dynamic visual display of the CTP that depicts current status of friendly and threat forces and

relative environmental concerns. This appendix provides examples of information management tools, procedures, and an explanation of how they can be used

to support each step of the planning process.

Mission Analysis

The purpose of mission analysis is to review and analyze orders, guidance, intent, and other information provided by higher headquarters to produce a unit

mission statement. This step forms the foundation for the remainder of the

Marine Corps Planning Process. Figure A-2 illustrates the basic input, the process, and the output for mission analysis. Information management tools and

procedures, discussed in the following paragraphs, can assist in the development

and 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’s

battlespace area evaluation (CBAE). The commander uses the CBAE to develop, assess, and communicate knowledge to the staff to support all four aspects

of the decisionmaking process (i.e., planning, decision, execution, and assessment). Figure A-3 is an example of the CBAE created in text form through the

use of information management tools. This electronic form can then be disseminated to numerous personnel simultaneously.

Figure A-4, on page A-4, is an example of how current capabilities combine

graphic display products and text to record the CBAE. This information can

then be electronically disseminated to numerous personnel simultaneously. The

originator possesses the ability to control access and dissemination.

Using collaborative tools, MAGTF planners record text information that describe the commander’s orientation, which includes higher headquarters plans,

orders, estimates, availability and suitability of forces, and results of personal

reconnaissance. Automated graphic display mapping capabilities are used to

record analysis of the threat and associated intelligence preparation of the battlespace (IPB) products, to include environmental concerns. Figure A-5, on page

A-4, shows how information management tools display text and graphic products 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 guidance

are used to develop several COAs that are suitable, feasible, acceptable, distinguishable, and complete with respect to the current and anticipated situation, the

mission, and the tasking/intent from the higher headquarters commander. Figure

A-6 illustrates the basic input, the process, and the output for COA development.

During COA development, information management tools (e.g., command and

control personal computer [C2PC]) and procedures are used to record specified

tasks, 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.
Information Management _______________________________________________________________________________________ A-5

gravity analyses (friendly and threat), CCIR, requests for information, initial

staff estimates, and IPB products. Capabilities are tailored to record information

for each COA developed. Staff estimates, relative to the time established by the

planning horizons for that particular mission, provide planners updated information in both text and graphic display products. These products describe friendly

and threat force disposition and array of forces and other pertinent information

concerning terrain and weather. Using that information and an array of employment possibilities, planners design a broad plan of how they intend to accomplish the mission, which becomes the COA. Planners can use a combination of

information management text and graphic display mapping products to document 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 display

graphic 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 pertains

to the threat and the battlespace (see fig. A-8). Each friendly COA is wargamed

against selected threat COAs. The COA war game assists the planners in identifying relative strengths and weaknesses, associated risks, and asset shortfalls for

each friendly COA. Additionally, a COA war game identifies branches and potential sequels that may require additional planning. Short of actually executing

the COA, wargaming the COA provides the most reliable basis for understanding and improving each COA, and it allows the staff and subordinate commanders 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.
Information Management _______________________________________________________________________________________ A-7

common understanding allows personnel to determine the advantages and disadvantages of each COA and forms the basis for the commander’s COA comparison and decision. 

The commander designates COAs to be wargamed. Using graphic display mapping products, the staff conducts a war game using the threat’s most likely, most

dangerous, and most advantageous (to friendly forces) COAs. Actions, reactions,

and counteractions are recorded in both text and graphic display products. During

the war game, the commander’s staff and subordinate commands continue to refine their staff estimates and estimates of supportability. Figure A-9 shows how

current information management tools display graphic information created during a COA war game.

Course of Action Comparison and Decision

The commander evaluates friendly COAs, first against established criteria, then

against each other. Based on this comparison, the commander uses intuitive decisionmaking to select the COA that accomplishes the mission. Figure A-10, on

page A-8, identifies the input, process, and output for COA comparison and decision.

COA comparison and decision requires wargamed COAs with graphics and text, a

list of critical events and decision points, and information on the commander’s

evaluation criteria. Other outputs useful in COA comparison and decision may include war game products (e.g., COA war game worksheet, synchronization matrix, event templates, decision support tools), war game results (e.g., initial task

organization, identification of assets required and shortfalls, updated CCIR), staff

estimates, 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 information 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.
Information Management _______________________________________________________________________________________ A-9

that direct unit actions. Orders serve as the principal means by which the commander expresses his decision, commander’s intent, and guidance. Figure A-12

identifies input, process, and output to support orders development.

The initial task organization, mission statement, commander’s intent, concept of

operations, and specified and implied tasks, along with the information developed

throughout the planning process, form the input for orders development. Other inputs can be recorded using current information management procedures and capabilities, which may include updated intelligence and IPB products, decision

support tools, updated CCIR, staff estimates, synchronization matrix, commander’s identification of branches for further planning, warning order, existing plans,

and SOPs/orders. Figure A-13 shows how currently fielded information management 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 those

tasked with execution of the operation. Transition provides those who will execute the plan or order the situational awareness and rationale for key decisions

necessary to ensure there is a coherent shift from planning to execution. Ideally,

one of the planners will accompany the orders to assist staff principles and

watch standers understand specifics and gain familiarity with tools and concepts

that support the plan and to provide situational awareness. Figure A-14 describes input, process, and output to support transition.

Transition is a continuous process that requires a free flow exchange of information between commanders and staffs to ensure that critical and relevant information is being shared and clearly understood. Information management

procedures and capabilities enable personnel to share critical and relevant information through the use of collaborative planning tools, Intranet management,

and common tactical picture procedures. Figure A-15 provides examples of

transition products that can be created through the use of information management tools. 

Figure A-14. Transition.
Information Management _____________________________________________________________________________________ A-11

Figure A-15. Examples of Transition Products.
APPENDIX B

INFORMATION MANAGEMENT

TOOLS AND REFERENCES

Execution is the implementation of the plan developed during the planning process. However, no

plan is perfect, and modifications must be made as

the operation unfolds and the enemy reacts. Accurate and timely information that reflect changes in

the battlespace are critical to successful execution

of the mission. This appendix discusses information management execution tools and references

that support execution.

Execution Tools

Execution tools developed during the Marine

Corps Planning Process include the DSM and

DST. The DSM provides textual information that

identifies key decisions and actions, and it further

supports reactions to those decisions and actions.

Placing the text information from the DSM in

graphic form creates a decision support template.

The DST provides a graphic display of key decisions and the actions associated with those decisions. Figure B-1 is an example of how a DST (a

graphic product) is created from a DSM (a text

product). Placing the DST on the same graphic

display capabilities used to maintain a CTP provides each watch officer enhanced situational

awareness of key situations or events. These tools

enable watch officers to alert commanders of impending key decisions and provide early warning

to units executing those decisions.

MAGTF Staff Training Program Pamphlets

Detailed, “how to” information management procedures are being developed and published in

pamphlet form by the MAGTF Staff Training Program (MSTP). Each pamphlet will cover a specific information management topic, and it is

intended to reflect emerging doctrine that is still

under development, but for which the operating

forces have expressed a need for interim guidance.

These pamphlets can be found on the MSTP web

site 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 development. It will identify information needs used to

support each echelon of command. These needs

will form the foundation for the development of

detailed tactics, techniques, and procedures that

will describe how information needs will be satisfied by a MAGTF supporting a joint/combined/

multinational operation. 

MSTP Pamphlet 6-2, Track

Management Procedures

MSTP Pamphlet 6-2 is currently under development. This pamphlet will describe the overarching

concept of employment for the integrated use of

warfighting capability sets used to satisfy MAGTF

operations in a joint, combined, or multinational

operation. It will describe how the U.S. Marine

Corps component and subordinate echelons of

command achieve understanding and how the

component shares quality information with other

components, the JTF, and the combatant command in a COP environment. This pamphlet will

identify actions required to achieve understanding

of location and disposition of friendly and threat

forces within the battlespace and required coordinating measures used to enhance situational

awareness. It will also describe how to create and

maintain the CTP in a COP environment.

MSTP Pamphlet 6-4, Internets and

Intranets in Support of MAGTF Operations

MSTP Pamphlet 6-4 provides staff planners with

the techniques and procedures needed to develop

effective Intranets and Internets that share quality

information needed to support MAGTF operations. This pamphlet discusses collaborative information exchange at the MAGTF staff level;

however, the tools and capabilities identified in

this pamphlet are also applicable to staffs at all

levels. This pamphlet is not a technical manual;

consult users manuals and technical manuals for

current technical information.

MSTP Pamphlet 6-5, The Planners

Guide to C2PC

MSTP Pamphlet 6-5 supplements the C2PC manufacturer’s manual by linking C2PC’s functionality with Marine Corps specific tasks; e.g., creating

IPB overlays, plotting a situation overlay. This

pamphlet also identifies how to use C2PC during

the Marine Corps Planning Process, in a low intensity conflict/military operations other than war

environment, and as a battlefield analysis tool. 

MSTP Pamphlet 6-6, LOGAIS in

Support of MAGTF Logistics

MSTP Pamphlet 6-6 provides techniques and

procedures for employing Logistics Automated

Information Systems (LOGAIS) in support of

MAGTF operations. It is designed to aid the

MAGTF commander and his staff in understanding how LOGAIS supports decisionmaking and

the Marine Corps Planning Process. In addition

this pamphlet discusses the future development

and integration of these systems. 

MSTP Pamphlet 6-7, C2 Support 

to MAGTF Intelligence 

MSTP Pamphlet 6-7 focuses on the intelligence

cycle used in a MEF-level planning processes. It

provides MEF staff action officers with information on current and emerging C2 systems that support intelligence planning and execution and their

interface with other related processes and information requirements. It also addresses C2 systems support for conducting intelligence activities

and analysis in a MEF combat operations center.

MSTP Pamphlet 6-8, C2 Support for Force Fires

MSTP Pamphlet 6-8 instructs MAGTF commanders and staff officers in the use of current

C2 equipment and technology used to plan, execute, and assess fires at the MAGTF level. This

pamphlet focuses on the functions, tasks, and

processes associated with MAGTF fires and, in
Information Management _______________________________________________________________________________________ B-3

particular, the MEF force fires coordination center, but its information is also applicable to the

Marine expeditionary brigade (MEB) and the

Marine expeditionary unit (MEU). It discusses

how the C2 support structure facilitates the actions by the commander and his staff and the

management of information in pursuit of understanding and timely decisions. This pamphlet also

addresses the capabilities, limitations, and products of C2 equipment and technology and how

the MAGTF staff officer can utilize these capabilities and products.

MSTP Pamphlet 6-9, Assessment

MSTP Pamphlet 6-9 defines assessment and provides techniques and procedures that the commander and staff can use when developing their

assessment methodology. It addresses assessment

as it applies to the MAGTF and major subordinate commands. This pamphlet discusses the conceptual and doctrinal basis for assessment as well

as techniques and procedures for staff organization

and information management as they relate to the

assessment process. Specifically, it identifies how

currently fielded capability sets can be used in an

integrated manner to reduce uncertainty (RFI management), manage critical information (CCIR

management), manage quality information (IMP),

and support decisionmaking (DSM/DST) in a CTP

supporting 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 Dictionary of Military and Associated Terms (Washington, D.C.: Operational Plans

and Joint Force Development, 2001) p. 202.

2. Ibid., p. 203.
GLOSSARY

SECTION I. ACRONYMS

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

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

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

C2PC. . . . . . . . . . . . . . . . .. command and control

personal computer

CBAE . . . . . . . . . . . . . . commander’s battlespace

area evaluation

CCIR . . . . . . . . . . . . . . . . . commander’s critical

information requirement

CJCSI . . . . . . . . . . . . . . . . .Chairman of the Joint

Chiefs of Staff instruction

COA . . . . . . . . . . . . . . . . . . . . . . course of action

COP. . . . . . . . . . . . . common operational picture

CTP . . . . . . . . . . . . . . . . .common tactical picture

DBRM. . . . . . . . . . . . . daily battle rhythm matrix

DIO . . . . . . . . . . . . . . defense information officer

DOS . . . . . . . . . . . . . . . . . .disk operating system

DP . . . . . . . . . . . . . . . . . . . . . . . . . .decision point

DSM . . . . . . . . . . . . . . . . decision support matrix

DST. . . . . . . . . . . . . . . decision support template

FRAGO. . . . . . . . . . . . . . . . . . .fragmentary order

FTP . . . . . . . . . . . . . . . . . . . .file transfer protocol

HHQ . . . . . . . . . . . . . . . . . . . higher headquarters

HTML . . . . . . . . . . . . hypertext markup language

IAS . . . . . . . . . . . . . .intelligence analysis system

IMO. . . . . . . . . . information management officer

IMP . . . . . . . . . . . . information management plan

IOW . . . . . . . intelligence operations workstation

IP. . . . . . . . . . . . . . . . . . . . . . . . .internet protocol

IPB . . . . . . . . . . . . . . . . . intelligence preparation

of the battlespace

ISSO . . . . . . information systems security officer

JTF . . . . . . . . . . . . . . . . . . . . . . . . joint task force

JP. . . . . . . . . . . . . . . . . . . . . . . . .Joint publication

JWICS. . . . . . . . . . Joint Worldwide Intelligence

Communications System

LOGAIS . . . . . . . . . . . . . . . Logistics Automated

Information Systems

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

MAGTF . . . . . . . . . Marine air-ground task force

MAW . . . . . . . . . . . . . . . . . .Marine aircraft wing

MCDP . . . . . . Marine Corps doctrinal publication

MCWP . . . . . . . . . . . . . . . . . . . . . . Marine Corps

warfighting publication

MEB . . . . . . . . . . . Marine expeditionary brigade

MEF . . . . . . . . . . . . . Marine expeditionary force

MEU . . . . . . . . . . . . . . Marine expeditionary unit

MOE . . . . . . . . . . . . . . . measure of effectiveness

MRCP . . . . . .Marine Corps reference publication

MSC . . . . . . . . . . . . major subordinate command

MSTP . . . . . . . . . MAGTF staff training program

NAI . . . . . . . . . . . . . . . . . named area of interest

NIPRNET . . . . . . . . . nonsecure internet protocol

router network

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

PDE&A. . . . . . . . . . . . . . . . . . planning, decision,

execution, and assessment

RAG . . . . . . . . . . . . . . regimental artillery group

RFI . . . . . . . . . . . . . . . . . request for information

SARC . . . . . . . . . . . . . . . . . . . . . surveillance and

reconnaissance center

SCI . . . . . . sensitive compartmented information

SHELREP . . . . . . . . . . . . . . . . . . . shelling report

SIPRNET . . . . . . . . . . . . . . . . . SECRET internet

protocol router network

SOP . . . . . . . . . . . . standing operating procedures

SORTS . . . . . . . . . . . . . . . . . . status of resources

and training system

SSO. . . . . . . . . . . . . . . . . .special security officer

TAI . . . . . . . . . . . . . . . . . . . target area of interest

TCP . . . . . . . . . . . . . . . . . tactical control protocol

U.S. . . . . . . . . . . . . . . . . . . . . . . . . . United States
Glossary-2 ___________________________________________________________________________________________ MCWP 3-40.2

SECTION II. DEFINITIONS

commander’s critical information requirements—A comprehensive list of information

requirements identified by the commander as

being critical in facilitating timely information

management and the decisionmaking process that

affect successful mission accomplishment. The

two key subcomponents are critical friendly force

information and priority intelligence requirements. Also called CCIR. (JP 1-02)

common operational picture—The integrated

capability to receive, correlate, and display a

common tactical picture (CTP), including planning applications and theater-generated overlays/

projections (i.e., meteorological and oceanographic

(METOC), battleplans, force position projections). Overlays and projections may include location of friendly, hostile, and neutral units, assets,

and reference points. The COP may include information relevant to the tactical and strategic level of

command. This includes, but is not limited to, any

geographically oriented data, planning data from

the joint operational planning and execution

system (JOPES), readiness data from the status of

resources and training system (SORTS), intelligence (including imagery overlays), reconnaissance data from the Global Reconnaissance

Information System (GRIS), weather from

METOC, predictions of nuclear, biological, and

chemical (NBC) fallout, and air tasking order

(ATO) data. (excerpt from CJCSI 3151.01)

common tactical dataset—A repository of data

that contains all the information available to the

joint task force (JTF) that will be used to build

the COP and CTP. The CTD is not fused, correlated, or processed data in the sense that the

information has not been scrutinized by the CINC

COP Manager (CCM) or track managers for time

value, redundancy, or conflicts. However, the

CTD may contain processed intelligence data.

The CTD is a major sub-component of the COP

and refers to: the CINC designated repository for

current battlespace information including disposition of hostile, neutral, and friendly forces as they

pertain to US and multinational operations ranging from peacetime through crisis and war for the

entire area of responsibility (AOR). Upon discretion of the CINC, the CTD may be a logical database vice physical if there are several JTFs or

activities that will necessitate COP reporting. In

these cases there may be more than one location

of database storage. (CJCSI 3151.01)

common tactical picture—The common tactical picture (CTP) is derived from the CTD and

other sources and refers to the current depiction

of the battlespace for a single operation within a

CINC’s AOR including current, anticipated or

projected, and planned disposition of hostile,

neutral, and friendly forces as they pertain to US

and multinational operations ranging from peacetime through crisis and war. The CTP includes

force location, real time and non-real-time sensor

information, and amplifying information such as

METOC, SORTS, and JOPES. (CJCSI 3151.01)

information—1. Facts, data, or instructions in any

medium or form. 2. The meaning that a human

assigns to data by means of the known conventions

used in their representation. (JP 1-02)

information assurance—Information operations that protect and defend information and

information systems by ensuring their availability, integrity, authentication, confidentiality, and

nonrepudiation. This includes providing for restoration of information systems by incorporating

protection, detection, and reaction capabilities.

Also called IA. (JP 1-02)

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

information management—The processes by

which information is obtained, manipulated,
Information Management ______________________________________________________________________________ Glossary-3

directed, and controlled. IM includes all processes

involved in the creation, collection and control,

dissemination, storage and retrieval, protection,

and destruction of information. (MCRP 6-23A)

information requirements—Those items of

information regarding the enemy and his environment that need to be collected and processed in

order to meet the intelligence requirements of a

commander. (JP 1-02)

information security—Information security is the

protection and defense of information and information systems against unauthorized access or

modification of information, whether in storage,

processing, or transit, and against denial of service

to authorized users. Information security includes

those measures necessary to detect, document, and

counter such threats. Information security is

composed of computer security and communications security. Also called INFOSEC. (JP 1-02)

information system—The entire infrastructure,

organization, personnel, and components that

collect, process, store, transmit, display, disseminate, and act on information. (JP 1-02)

named area of interest—The geographic area

where information that will satisfy a specific

information requirement can be collected. Named

areas of interest are usually selected to capture

indications of adversary courses of action, but also

may be related to conditions of the battlespace.

Also called NAI. (JP 1-02)

request for information—1. Any specific timesensitive ad hoc requirement for intelligence

information or products to support an ongoing

crisis or operation not necessarily related to

standing requirements or scheduled intelligence

production. A request for information can be

initiated to respond to operational requirements

and will be validated in accordance with the

theater command’s procedures. 2. The National

Security Agency/Central Security Service uses

this term to state ad hoc signals intelligence

requirements. Also called RFI. (JP 1-02)

situational awareness—Knowledge and understanding of the current situation which promotes

timely, relevant, and accurate assessment of

friendly, enemy, and other operations within the

battlespace in order to facilitate decisionmaking. An

informational perspective and skill that foster an

ability to determine quickly the context and relevance 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 Terms

3-0 Doctrine for Joint Operations

6-0 Doctrine for C4 Systems Support to Joint Operations

6-02 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 Warfighting

1-0 Marine Corps Operations (under development)

1-1 Strategy

1-2 Campaigning

1-3 Tactics

4 Logistics

5 Planning

6 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—Information

Management

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