Multinational Planning Augmentation Team

Course of Action Development

Course of Action Development

Multinational Planning Multinational Planning Augmentation TeamAugmentation Team

Multinational Planning Multinational Planning Augmentation TeamAugmentation Team

Discuss techniques and procedures for Discuss techniques and procedures for developing courses of actiondeveloping courses of action

– Part of Commander’s Estimate processPart of Commander’s Estimate process– Operational levelOperational level– Courses of action must be validCourses of action must be valid

PurposePurposePurposePurpose

CJCSM 3500.05, JTF Headquarters Master Training CJCSM 3500.05, JTF Headquarters Master Training

Guide, 15 April 1997Guide, 15 April 1997

Joint Pub 5-0, Doctrine for Planning Joint Operations, Joint Pub 5-0, Doctrine for Planning Joint Operations,

13 April 199513 April 1995

JP 5-00.2, Joint Task Force Planning Guidance and JP 5-00.2, Joint Task Force Planning Guidance and

Procedures, 13 January 1999Procedures, 13 January 1999

JP 5-03.1, Joint Operation Planning and Execution JP 5-03.1, Joint Operation Planning and Execution

System, Volume I, (Planning Policies and Procedures), System, Volume I, (Planning Policies and Procedures),

Annex P, 4 August 1993Annex P, 4 August 1993

ReferencesReferencesReferencesReferences

Crisis Action Planning ProcessCrisis Action Planning ProcessCrisis Action Planning ProcessCrisis Action Planning Process

CCRRIISSIISS

CCRRIISSIISS

IISituationSituation

DevelopmentDevelopment



IIIICrisisCrisis

AssessmentAssessment

IIIICrisisCrisis


IVIVCourse of Course of

ActionActionSelectionSelection



VVExecutionExecutionPlanningPlanning


WarningWarningOrderOrder


PlanningPlanningOrderOrder


AlertAlertOrderOrderAlertAlertOrderOrder

ExecuteExecuteOrderOrder


OPORD OPORD & &

Deployment Deployment Data BaseData Base

OPORD OPORD & &


VIVIExecutionExecution


And/orAnd/orAnd/orAnd/or

IIICourse of

ActionDevelopment

Commander’s Estimate ProcessCommander’s Estimate ProcessCommander’s Estimate ProcessCommander’s Estimate Process

I I Mission Analysis /Mission Analysis /Restated MissionRestated Mission

I I Mission Analysis /Mission Analysis /Restated MissionRestated Mission II

Course of ActionDevelopment IIIIII

Analysis of Analysis of OpposingOpposing

Courses of ActionCourses of Action

IIIIIIAnalysis of Analysis of OpposingOpposing

Courses of ActionCourses of Action IVIVComparison of OwnComparison of OwnCourses of ActionCourses of Action

IVIVComparison of OwnComparison of OwnCourses of ActionCourses of Action VV

Commander’Commander’ss

DecisionDecision

VVCommander’Commander’

ssDecisionDecision

To the extent possible, plans should incorporate the To the extent possible, plans should incorporate the following concepts of combined operation planning doctrinefollowing concepts of combined operation planning doctrine– Strategic Supported Commander’s (HHQ) strategic Strategic Supported Commander’s (HHQ) strategic

intent and operational focusintent and operational focus– Orientation on the strategic and operational centers of Orientation on the strategic and operational centers of

gravity of the threatgravity of the threat– Protection of friendly strategic and operational centers of Protection of friendly strategic and operational centers of

gravitygravity– Phasing of operations to include the commanders intent Phasing of operations to include the commanders intent

for each phasefor each phase

Key Planning ConceptsKey Planning ConceptsKey Planning ConceptsKey Planning Concepts

The COA is a broad statement of possible ways the The COA is a broad statement of possible ways the multinational force (MNF) can accomplish its mission multinational force (MNF) can accomplish its mission

– WHO will accomplish essential tasksWHO will accomplish essential tasks– WHAT is the type of mission to be conducted WHAT is the type of mission to be conducted – WHEN the operation must begin or must be completedWHEN the operation must begin or must be completed– WHERE the combined operation will be executedWHERE the combined operation will be executed– WHY or the purpose of the operationWHY or the purpose of the operation– HOW or the method of conducting the operation using HOW or the method of conducting the operation using

major available resourcesmajor available resources

Course of Action DevelopmentCourse of Action DevelopmentCourse of Action DevelopmentCourse of Action Development

DevelopInitial COAs

Initial TestInitial Testfor Validityfor ValidityInitial TestInitial Testfor Validityfor Validity

DetermineDetermineC2 MeansC2 MeansDetermineDetermineC2 MeansC2 Means

COA Statement COA Statement & Sketch& SketchCOA Statement COA Statement & Sketch& Sketch

Brief COAsBrief COAsto MNFCto MNFCBrief COAsBrief COAsto MNFCto MNFC

MNFC ApprovesMNFC ApprovesCOAsCOAsMNFC ApprovesMNFC ApprovesCOAsCOAs

Staff Staff estimatesestimatesStaff Staff estimatesestimates

Course of Action DevelopmentCourse of Action Development

Task StepsTask StepsTask StepsTask Steps

Vertical & Vertical & horizontal planninghorizontal planningVertical & Vertical & horizontal planninghorizontal planning

Plan to planPlan to plan-- One or more groups?One or more groups?

-- One big group?One big group?

-- Big brain technique?Big brain technique?

-- Simultaneous or sequential development?Simultaneous or sequential development?BrainstormBrainstorm

- - Be bold in conceptBe bold in concept

-- Be general by componentBe general by component

-- Be open to new ideasBe open to new ideas

-- Be unconstrainedBe unconstrained

Develop Initial COAsDevelop Initial COAsDevelop Initial COAsDevelop Initial COAs

Review mission analysis/MNF commander (MNFC)Review mission analysis/MNF commander (MNFC)

planning guidanceplanning guidance

Develop plans to integrate the joint environmentDevelop plans to integrate the joint environment

Focus on centers of gravity and decisive pointsFocus on centers of gravity and decisive points

Identify sequencing and phasing for each COAIdentify sequencing and phasing for each COA

Identify main and supporting effortsIdentify main and supporting efforts

Identify component level missions/tasksIdentify component level missions/tasks

Develop information operations support itemsDevelop information operations support items

Develop initial COA sketches and statementsDevelop initial COA sketches and statements

Develop Initial COAs -Develop Initial COAs -MoreMore Considerations Considerations

Develop Initial COAs -Develop Initial COAs -MoreMore Considerations Considerations

COMMANDER MAY MAKE THE DECISION BEFORE ALLCOMMANDER MAY MAKE THE DECISION BEFORE ALL THE FACTS ARE GATHERED AND ANALYSIS IS COMPLETE THE FACTS ARE GATHERED AND ANALYSIS IS COMPLETE

- The Intended COA

- The Clone of the Intended COA

- The Throw Away

- Nested COAs

COA Development Pitfalls COA Development Pitfalls COA Development Pitfalls COA Development Pitfalls

DevelopDevelopInitial COAsInitial COAsDevelopDevelopInitial COAsInitial COAs

Initial Testfor ValidityInitial Testfor Validity









Is the COA suitable?Is the COA suitable?

Is the COA feasible?Is the COA feasible?

Is the COA acceptable?Is the COA acceptable?

Is the COA complete? Is the COA complete?

Are the COAs distinguishable?Are the COAs distinguishable?

Test COA ValidityTest COA ValidityTest COA ValidityTest COA Validity

SUITABLE

Will the COA accomplish the mission if carried out Will the COA accomplish the mission if carried out successfully. Is it aimed at the right objectives?successfully. Is it aimed at the right objectives?

FEASIBLE

Do we have the required resources to accomplish the mission and will they be available in the operations area in time?Do we have the required resources to accomplish the mission and will they be available in the operations area in time?– Forces / CapabilityForces / Capability– TransportationTransportation– ResupplyResupply– FacilitiesFacilities

Even though the action will accomplish the mission and we Even though the action will accomplish the mission and we

have the necessary resources, is it worth cost in terms of have the necessary resources, is it worth cost in terms of

possible losses. Besides just military losses, the MNFC possible losses. Besides just military losses, the MNFC

must consider:must consider:

– Loss in TimeLoss in Time– Loss in PositionLoss in Position– Political AcceptabilityPolitical Acceptability– Legal / Ethical AcceptabilityLegal / Ethical Acceptability

ACCEPTABLE

COMPLETE

Are the COAs technically complete? Do the Are the COAs technically complete? Do the COAs adequately answer:COAs adequately answer:

– WHO will execute it?WHO will execute it?– WHAT type of action is contemplated?WHAT type of action is contemplated?– WHEN will it begin?WHEN will it begin?– WHERE will it take place?WHERE will it take place?– HOW will it be accomplished?HOW will it be accomplished?– WHY key actions are required?WHY key actions are required?

DISTINGUISHABLE

Are the COAs significantly differentAre the COAs significantly different– From MNFC’s perspective?From MNFC’s perspective?– From the perspective of HHQ?From the perspective of HHQ?– From the perspective of the coalition NCAs?From the perspective of the coalition NCAs?



DetermineC2 MeansDetermineC2 Means








Determine command relationshipsDetermine command relationships– Operational Control (OPCON)Operational Control (OPCON)– Tactical Control (TACON)Tactical Control (TACON)– Support (general, direct, close)Support (general, direct, close)

Organizational optionsOrganizational options– Service componentsService components– Functional componentsFunctional components– Subordinate MNF or TFSubordinate MNF or TF

Determine control measuresDetermine control measures

Determine Command & Determine Command & Control MeansControl Means

Determine Command & Determine Command & Control MeansControl Means

MNFCMNFCMNFCMNFC

CFMCCCFMCCCFMCCCFMCC CFACCCFACCCFACCCFACC CSOTFCSOTFCSOTFCSOTFCFLCCCFLCCCFLCCCFLCC CPOTFCPOTFCPOTFCPOTF

FUNCTIONAL C2 STRUCTUREFUNCTIONAL C2 STRUCTUREFUNCTIONAL C2 STRUCTUREFUNCTIONAL C2 STRUCTURE

MNFCMNFC

CNAVFORCNAVFOR CAFFORCAFFOR CSOTFCSOTFCARFORCARFOR CPOTFCPOTFCMARFORCMARFOR

SERVICE C2 STRUCTURESERVICE C2 STRUCTURE

Historically, have seen more of the service component structureHistorically, have seen more of the service component structure

MNF CompositionMNF CompositionMNF CompositionMNF Composition




COA Statement & SketchCOA Statement & Sketch







COA statement answers WHO, WHAT, COA statement answers WHO, WHAT, WHERE, WHEN, HOW, WHY WHERE, WHEN, HOW, WHY

Develop COA sketchDevelop COA sketch

Task organize the forceTask organize the force–Initial organizationInitial organization

Prepare COA Statement, Sketch, Prepare COA Statement, Sketch, & Task Organization& Task Organization

Prepare COA Statement, Sketch, Prepare COA Statement, Sketch, & Task Organization& Task Organization

PHASE THREE: Delivery of Relief SuppliesMNF HQ: Maintain C2 in City T.CMARFOR:O/O distribute relief supplies to City G.CARFOR (Main Effort):O/O, distribute relief supplies to City T.CAFFOR:Maintain air bridge from intermediate staging base in Country X to Cities G & T. CNAVFOR:Offload relief supplies at port facilities in Cities G & T.CSOTF: No change. C+31 to C+60

City T

City G

X

COA Sketch (example)COA Sketch (example)COA Sketch (example)COA Sketch (example)

This phase begins with the delivery of relief supplies to Cities G & T and ends with distribution of those supplies throughout the cities well established. Operations will be conducted in both cities simultaneously. Phase is complete when distribution facilities are ready for hand over to local authorities.

ISB

X

Country XCountry X





Brief COAsto MNFCBrief COAsto MNFC











MNFC ApprovesCOAsMNFC ApprovesCOAs





Review and approve COAs for Review and approve COAs for furtherfurther analysisanalysis

Direct revisions to COAs, combinations of Direct revisions to COAs, combinations of COAs, or development of additional COAsCOAs, or development of additional COAs

MNFC Approves COAsMNFC Approves COAsMNFC Approves COAsMNFC Approves COAs







Staff estimatesStaff estimates




Each staff addresses each COA from its own Each staff addresses each COA from its own perspectiveperspective

Staff prepares for COA analysis, COA Staff prepares for COA analysis, COA comparison, and COA recommendation and comparison, and COA recommendation and selectionselection

Conduct Initial Staff EstimatesConduct Initial Staff EstimatesConduct Initial Staff EstimatesConduct Initial Staff Estimates










Vertical & horizontal planningVertical & horizontal planning

Discuss planning status with counterparts, Discuss planning status with counterparts, higher and lowerhigher and lower

Coordinate planning with staff counterparts Coordinate planning with staff counterparts from other functional areasfrom other functional areas

Permits adjustments in planningPermits adjustments in planning

Continue Concurrent planningContinue Concurrent planningContinue Concurrent planningContinue Concurrent planning

Crisis Action Planning ProcessCrisis Action Planning ProcessCrisis Action Planning ProcessCrisis Action Planning Process

CCRRIISSIISS

CCRRIISSIISS





IIIICrisisCrisis


IIIICrisisCrisis












AlertAlertOrderOrderAlertAlertOrderOrder



OPORD OPORD & &


OPORD OPORD & &




And/orAnd/orAnd/orAnd/or

IIICourse of

ActionDevelopment

Commander’s Estimate ProcessCommander’s Estimate ProcessCommander’s Estimate ProcessCommander’s Estimate Process

I I Mission Analysis /Mission Analysis /Restated MissionRestated Mission

I I Mission Analysis /Mission Analysis /Restated MissionRestated Mission II

Course of ActionDevelopment IIIIII

Analysis of Analysis of OpposingOpposing

Courses of ActionCourses of Action

IIIIIIAnalysis of Analysis of OpposingOpposing

Courses of ActionCourses of Action IVIVComparison of OwnComparison of OwnCourses of ActionCourses of Action

IVIVComparison of OwnComparison of OwnCourses of ActionCourses of Action VV

Commander’Commander’ss

DecisionDecision

VVCommander’Commander’

ssDecisionDecision

Questions?Questions?Questions?Questions?

Multinational Planning Augmentation Team

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