Whiskey Opener Certification Course > Planning > Flashcards

Planning Flashcards

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1
Q

Define MDMP and define at least one product produced by the process.

A
  1. An iterative planning methodology to understand the situation and mission, develop a
    course of action, and produce an operation plan or order. Facilitates collaborative
    planning and supports preparation.
  2. Produces an OPORD or an OPLAN
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2
Q

What are the four planning pitfalls?

A
  1. Planning too far into the future
  2. Planning in too much detail
  3. Using planning as scripts for execution
  4. Using planning methods that are too rigid
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3
Q

What is a constraint? Give two examples.

A

A constraint is a restriction given to you by higher command.
It dictates an action or inaction and restricts freedom of action for a subordinate commander.

Examples:
ROE/Policies
Reporting Requirements
Time (NET/NLT)
Boundaries
Infil Methods
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4
Q

What is Key Terrain? Give an example.

A

Key Terrain is terrain that provides a marked advantage over an adversary. An example of key terrain in a COIN environment could be a bridge that is critical to the local populace. In that case it would be key because we would not want to destroy the bridge and anger the local population.

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5
Q

What is an Essential Task?

A

Essential tasks are specified or implied tasks that must be executed to accomplish the mission. They are always included in the units mission statement.

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6
Q

When does the targeting process start in MDMP?

A

During mission planning, the targeting process can begin as soon as receipt of mission, however it is specifically conducted in step 2 of MDMP (MA), step 3 (evaluate the threat) of IPB.

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7
Q

What are the steps of MDMP?

A
  1. Receipt of Mission
  2. Mission Analysis
  3. COA Development
  4. COA Analysis
  5. COA Comparison
  6. COA Approval
  7. Orders Production, Dissemination, and Transition
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8
Q

What are the inputs/outputs of Step 4 of MDMP?

A

Inputs:

  • COA statements/sketches
  • Revised planning guidance
  • Updated running estimates
  • Updated assumptions

Outputs:

  • Refined COAs
  • Initial assessment measures
  • Potential DPs
  • War-gaming results
  • Updated assumptions
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9
Q

What are the inputs/outputs of Step 3 of MDMP?

A

Inputs:

  • Mission statement
  • Initial commanders intent, planning guidance, CCIR and EEFI
  • updated IPB, estimates
  • Evaluation criteria for COAs

Outputs:

  • COA sketches and statement
    • tentative task org
    • broad concept of the operation
  • Revised planning guidance
  • Updated assumptions
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10
Q

What are the COA screening criteria?

A
  • feasibility
  • acceptability
  • suitability
  • distinguishability
  • completeness
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11
Q

What drives intelligence during mission planning and execution?

A

CCIR

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12
Q

What is a COA?

A

A COA is a broad potential solution to an identified problem. COA development generates options for follow on analysis and provides flexibility to meet unforeseen events.

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13
Q

Task one of COA analysis is gather the tools, what are the tools?

A

Running estimates, Recording Tools, MCOO, Maps, COAs, Doctrine

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14
Q

What makes a good COA?

A

A good COA can defeat all feasible enemy threats and executes all essential tasks.

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15
Q

How are COAs compared?

A

In step 4, COAs are compared against the enemy’s Most Likely Course of Action (MLCOA) and the Most Dangerous Course of Action (MDCOA), but not against each other.

In step 5, they are compared to each other using the evaluation criteria the commander established in step 2.

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16
Q

Why is COA analysis important?

A

It helps commanders synchronize the war fighting functions, identify difficulties or coordination problems, as well as probable consequences. It determines required success conditions and resources. Results in refined COAs, synch matrix, decision matrixes, strength and weaknesses, new COAs.

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17
Q

Name and define the elements of Operational Art

A
  1. End state and Conditions – The end state is a set of desired future conditions the
    commander wants to exist when an operation ends
  2. Centers of Gravity (COG) – The source of power that provides moral or physical
    strength, freedom of action, or will to act.
  3. Decisive Points – Place, key event, factor, or function that when acted upon,
    provides a commander with a marked advantage over an adversary, or contribute
    materially to achieving success.
  4. Lines of Operation (LOO)/Lines of Effort (LOE) – A line that defines the directional
    orientation of a force in time and space in relation to the enemy and that links the force
    with its base of operations and objectives. (Geographic) / A line that links multiple tasks
    using the logic of purpose rather than geographical reference to focus efforts toward
    establishing operational and strategic conditions. (Conceptual)
  5. Operational Reach – Operational reach is the distance and duration across which a
    force can successfully employ military capabilities.
  6. Tempo – The relative speed and rhythm of a military unit
  7. Basing – A location from which operations are projected or supported
  8. Phasing and Transitions – Phasing is a planning and execution tool used to divide
    an operation in duration or activity. Transitions mark a change of focus between phases
    or between the ongoing operation and execution of a branch or sequel.
  9. Culmination – A point in time and space at which a force no longer possesses the
    capability to continue its current form of operations.
  10. Risk – Commanders assess and mitigate risk throughout the operations process
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18
Q

What is and what are the Elements of Combat Power?

A

Combat Power - The total means of destructive, constructive, and information capabilities that a military unit or formation can apply at a given time

6 WFF + Leadership and Information

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19
Q

Step four of MDMP, what is a Turn and explain what each of them is.

A

Action – Events initiated by the side with the initiative
Reaction – Opposing side’s actions in response
Counter-action – the initiating side’s responses to reactions

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20
Q

What is the purpose of Mission Planning?

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A

To translate a commander’s visualization into a course of action to solve problems.

21
Q

What is a Specified Task?

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A

A task assigned to a unit by its higher headquarters

22
Q

What is an Implied Task?

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A

A task that must be performed to accomplish a specified task or mission, but is not
stated in the higher headquarters’ order.

23
Q

Why do we conduct MA?

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A 
Gain situational understanding
Understand the Operational Environment
Understand the problem
Identify what essential tasks
Identify the purpose of the operation
24
Q

Why do we do a Mission Analysis Brief?

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A

To ensure all have situational understanding for creating Courses of Action
Create a Common Operating Picture (COP)

25
What tool do we use to help with COA comparison?
Decision matrix (a tool used to compare and evaluate COAs thoroughly and logically)
26
Draw the Elements of ADM diagram
``` Frame the Operational Environment - Current state - Desired end state Frame the Problem Develop an Operational Approach Develop the plan ```
27
Two techniques for recording and displaying war-gaming
Synchronization Matrix | Sketch Note
28
What’s the difference between a plan and an order?
Plan – developed well in advance of execution and is not executed until directed Order – A plan that has been directed for execution at a specific time or event
29
What’s the difference between a “Be prepared to” mission and an “On-order” mission?
BPT – Mission assigned and might be executed | O/O – Will happen, but at an unspecified time
30
What are the 3 COA analysis methods?
Box – Focuses on a specific event, critical area, and/or objective. Good for planning operations in a non-contagious area of operations. Best for when time limitations exist. Belt – Terrain is divided into well-defined cross compartments. Used with phased operations. The threat is deployed in clearly defined belts or echelons. Avenue in Depth – Focuses on one avenue of approach at a time. Good for offensive COAs and defensive COAs when canalizing terrain inhibits mutual support. Uses Lines of Effort (LOEs)
31
What are the Steps of IPB and what the objectives of each?
1. Define the Operational Environment 2. Describe Environmental Effects on Operations 3. Evaluate the Threat 4. Determine Threat COAs
32
Be able to understand the WFF used by an enemy in a scenario.
1. Command and Control The C2 warfighting function is the related tasks and systems that develop and integrate those activities enabling a commander to balance the art of command and the science of control in order to integrate the other warfighting functions. Commanders, assisted by their staffs, integrate numerous processes and activities within the headquarters and across the force as they exercise mission command. 2. Movement and Maneuver The movement and maneuver warfighting function is the related tasks and systems that move and employ forces to achieve a position of relative advantage over the enemy and other threats. Direct fire and close combat are inherent in maneuver. The movement and maneuver warfighting function includes tasks associated with force projection related to gaining a position of advantage over the enemy. Movement is necessary to disperse and displace the force as a whole or in part when maneuvering. Maneuver is the employment of forces in the operational area. 3. Intelligence The intelligence warfighting function is the related tasks and systems that facilitate understanding the enemy, terrain, and civil considerations. This warfighting function includes understanding threats, adversaries, and weather. It synchronizes information collection with the primary tactical tasks of reconnaissance, surveillance, security, and intelligence operations. Intelligence is driven by commanders and is more than just collection. Developing intelligence is a continuous process that involves analyzing information from all sources and conducting operations to develop the situation. 4. Fires The fires warfighting function is the related tasks and systems that provide collective and coordinated use of Army indirect fires, air and missile defense, and joint fires through the targeting process. Army fires systems deliver fires in support of offensive and defensive tasks to create specific lethal and nonlethal effects on a target. 5. Sustainment The sustainment warfighting function is the related tasks and systems that provide support and services to ensure freedom of action, extend operational reach, and prolong endurance. The endurance of Army forces is primarily a function of their sustainment. Sustainment determines the depth and duration of Army operations. It is essential to retaining and exploiting the initiative. Sustainment provides the support necessary to maintain operations until mission accomplishment. 6. Protection The protection warfighting function is the related tasks and systems that preserve the force so the commander can apply maximum combat power to accomplish the mission. Preserving the force includes protecting personnel (combatants and noncombatants) and physical assets of the United States and multinational military and civilian partners, to include the host nation. The protection warfighting function enables the commander to maintain the force’s integrity and combat power. Protection determines the degree to which potential threats can disrupt operations and then counters or mitigates those threats.
33
What are the Inputs/Outputs for Step 1 of MDMP?
Inputs: - HHQ's new plan or order or a new mission anticipated by the commander Outputs: - Commander's initial guidance - Initial allocation of time
34
What are the Inputs/Outputs for Step 2 of MDMP?
Inputs: - Commander's initial guidance - HHQs plan/order - HHQ knowledge and intel products - Knowledge products from other organizations - ADM products Outputs: - Problem statement - Mission statement - Initial commander's intent - Initial planning guidance - Initial CCIRs and EEFIs - Updated IPB and running estimates - Assumptions - Evaluation criteria for COAs
35
What are the Inputs/Outputs for Step 5 of MDMP?
Inputs: - Refined COAs - Evaluation Criteria - War game results - Updated running estimates - Updated assumptions Outputs: - Recommended COAs - Evaluated COAs - Updated running estimates - Updated assumptions
36
What are the Inputs/Outputs for Step 6 of MDMP?
Inputs: - Recommended COAs - Evaluated COAs - Updated running estimates - Updated assumptions Outputs: - Commander approved COAs and any modifications - Refined commander's intent, CCIR, and EEFI - Updated assumptions
37
What are the Inputs/Outputs for Step 7 of MDMP?
Inputs: - Commander approved COAs and any modifications - Refined commander's intent, CCIR, and EEFI - Updated assumptions Outputs: - Approved operations plan/order - Subordinates understand the plan/order
38
Define AO
Defined by JFC and should be large enough to accomplish the mission and protect forces; comprised of an external boundary
39
Define AI
A geographical area wherein a commander is directly capable of influencing operations by maneuver or fire support systems normally under the commander's command or control
40
Define AOI
An area of interest is that area of concern to the commander, including the area of influence, areas adjacent thereto, and extending into enemy territory. This area also includes areas occupied by enemy forces who could jeopardize the accomplishment of the mission
41
Three types of orders
Operation Order - A directive used by a commander to subordinate commanders for the purpose of effecting coordinated execution of an operation Fragmentary Order - An abbreviated OPORD issued as needed to modify or change the existing order, or to execute a branch or sequel to that order Warning Order - A preliminary notice of an order or action that is to follow
42
Three elements of a threat template
- OOB - Enemy equipment - Enemy doctrine
43
Outputs for Step 1 of IPB
# Define the Operational Environment - AO/AI/AOI | - Define the Threat
44
Outputs for step 2 of IPB
- MCOO - Wx Impact Chart - ASCOPE Matrix
45
Outputs of step 3 of IPB
Evaluate the Threat - Threat template - HVTL - Capability statement
46
Outputs for step 4 of IPB
- Updated HVTL - SITEMP - Narratives: - - MLCOA - - MDCOA
47
C2 activities of the Ops process and three guiding principles:
``` Understand Visualize Describe Direct Lead Assess ``` 1. CDR drives the Ops Process 2. Build and maintain Situational Understanding 3. Apply critical and creative thinking
48
What are assumptions?
Guesses/theorie sassumed true until verified and are needed to continue planning. Valid assumptions must be: - Realistic - Essential - Avoid assuming away risk - Logical
49
Three Operational Frameworks:
- Deep-Close-Support-Consolidation (Area) - Decisive-Shaping-Sustaining (Operations) - Main-Supporting (Efforts)
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