sizes speed and shared understanding. Units execute all steps of the CPP in a face- to-face manner. All warfighting functions (WfFs) must have in-person representa- tion at the designated planning location to participate in planning (this does not necessarily imply that all staff sections need to be in-person however).
Assumption 5: The squadron has assign- ed a dedicated brigade reconnaissance officer or deputy chief of reconnaissance to the BCT main command post. The bri- gade reconnaissance officer (BRO) posi- tion has some organizational trepidation attached to it due to varying personalities and unit cultures. However, units conduc- ting the CPP will require a BRO, typically a captain, and often – though not always – a headquarters and headquarters troop (HHT) commander, serving at a BCT-level command post to succeed. This require- ment stems from the fact that squadrons must routinely interface and collaborate with the BCT headquarters to plan effec- tively. Planning products, updated time- lines, and guidance simply does not flow efficiently enough between BCT and squadron staffs without a BRO in place. Squadrons must nominate and empower a BRO to serve at the BCT command post.
The Process
The Cavalry planning process consists of seven steps executed mostly sequen- tially, with some overlap between each adjacent step. Some steps mirror the MDMP directly, while others offer delib- erate deviations to more expeditiously arrive at desired outcomes. All steps re- quire full participation by both the SCO and the squadron staff – without this, it will be unsuccessful. In the remainder of this article, each step will be explained, in terms of timeline, inputs, outputs, and critical events.4
Step 1: Receipt of Mission (ROM). Timeline: No more than one hour. Occurs prior to BCT warning order 1 (WARNORD1) publication as it informs not only the SQ- DN staff, but also the BCT R&S plan at the beginning of the BCT MCMP iteration.
Inputs: (Required) ROM Huddle (detailed below); (Preferred) two-level up HHQ order (WARNORD or operations order (OPORD) to help predict the future SQDN operation).
Outputs: Recommended initial BCT com- mander’s critical information requirements
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(CCIRs); initial SQDN commander’s R&S guidance (CRG/CSG); initial SQDN task organization; and initial timeline. Together, these outputs are the SQDN WARNORD1.
Critical Events: The two critical events during ROM are the above-mentioned ROM huddle and the R&S huddle.
ROM Huddle: The primary focus of the ROM huddle is to identify the BCT’s next transition point(s) by predicting their next actions. The secondary focus is to identify the BCT’s intelligence requirements with- in their transition point(s). For example, in an NTC rotation, as the BCT conducts a northward breach of the Whale Gap, the Cavalry squadron can predict future BCT transition points after the breach to include offensive operations northward to seize the town of Barasu, defensive operations to rebuild combat power, and offensive operations again either into the Northern Corridor or the Central Corridor. Relevant information requirements and security objectives for those three tran- sitions might include sub-objective defen- sive compositions on the Siberian Ridge and Red Lake Pass, obstacle efforts in vicinity of Barasu, security in support of building combat power, and defensive compositions of future sub-objectives in the subsequent corridors. These require additional breakdown into PIRs, specific information requirements (SIRs), and in- dicators, but after the ROM huddle, plan- ners have the initial guidance to begin developing these. In the ROM huddle, the required minimum audience is the SCO, S3, S2, and lead planner, but as available, the preferred audience expands to include the fire support officer (FSO), chemical officer (CHEMO), master gunner (MG), S1, S4, medical officer (MEDO), and S6.
R&S Huddle: After squadron leaders have completed their ROM huddle and have initial predictions of the BCT’s next actions, they must synchronize their planning pri- orities with the BCT. At the absolute mini- mum, this requires the SCO to confirm the squadron’s understanding of BCT plans with the BCT commander. This will vali- date the planning assumptions of the squadron staff and enable continued planning. Without this, the squadron will be planning in a vacuum, merely “hoping” that their predictions and assumptions were correct. As available, this R&S hud- dle – occurring over a variety of commu-
nications mediums ranging from face-to- face to FM, HF, or upper tactical internet means – should consist of more WfF ex- pert participation including the BCT/SQDN S2, BCT/SQDN S3, BCT/SQDN informa- tion collection (IC) manager, and BRO. At conclusion of this event, the squadron will be ready to move into Step 2.
Step 2: Reconnaissance and Security Analysis. Timeline: No more than two hours. Con- ducted immediately following the ROM and prior to the publication of the BCT WARNORD1 (while the BCT is in step 1 of the MDMP).
Inputs: (Required) ROM Huddle; (Required) R&S Huddle.
Outputs: R&S analysis is designed to pro- vide an abridged yet still deliberate met- hod of achieving the outputs of MDMP’s mission analysis (MA), while drastically reducing the time required by squadron staff. Outputs are intended to synchro- nize the staff, not be published to troops at this stage. Outputs include: initial enemy COA, situation template (SITTEMP), and event template (EVENTEMP); initial SQDN IC synchronization matrix (ICSM); updated CCIR; and initial SQDN mission statement and CDR’s intent.
Critical Events: The single critical event in Step 2 is the SQDN intelligence prepar- ation of the operational environment (IP- OE), concluded with an R&S analysis briefing. Other components of the MDMP’s mission analysis step should be highly truncated, if not skipped entirely. IPOE itself should orient on R&S operations and IC mission requirements, abbreviat- ing all else. This is accomplished by each WfF conducting reverse WfF analysis and briefing each other (and the SCO) on the “so what” of their WfF’s analysis. This pro- cess begins immediately following the ROM huddle, while select leaders are conducting the R&S huddle. While the best practice for squadrons is to strive for at least one representative per WfF, the absolute minimum audience for R&S analysis is the S2 and the planner.
Step 3a: Commander’s Visualization. Timeline: No more than 30 minutes with the bulk of this time being used by the SCO to organize their thoughts into a directed COA. Occurs approximately as the BCT WARNORD1 is published.
CAVALRY & ARMOR JOURNAL Spring 2026
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