CORE 3 (Pg 17-24)

Question 1

Identify the three time horizons the MOC operates in

Answer 1

COPS and FOPS are focused on near- to midterm operational planning. FUPLANS is focused on longer-range planning efforts or non-time-sensitive planning. Nominally COPS looks 24 to 72 hours in the future; FOPS looks 3 – 10 days (sometimes up to four weeks) into the future; FUPLANS looks one month to 20 years in the future

Question 2

Identify the Current Operations Time Horizon and what COPS focuses on

Answer 2

COPS primarily focuses on monitoring and assessing ongoing operations and the execution of the commander’s intentions. COPS is responsible for overseeing and providing quality control during an operation for the implementation and coordination of the commander’s orders. COPS is focused on “what is happening”

Question 3

Identify the Future Operations Time Horizon and what FOPS focuses on

Answer 3

The focus of FOPS is the development of plans and orders for operations that are inside the threshold of the long term efforts of the Maritime Planning Group (MPG). FOPS is focused on the “what if?” of operations in that time horizon beyond COPS focus but within the current phase of the operation. Planning processes and products generally require significant coordination with elements internal to the staff; they will also require coordination with entities external to the staff. FOPS and COPS may need to leverage functional expertise

Question 4

Identify the Future Plans Time Horizon and what FUPLANS focuses on

Answer 4

FUPLANS contains the core group of planning experts for the maritime operations center. They support MOC operations by providing long-range planning as well as coordinating for the staff assessment of and input to the commander’s contribution to the higher headquarters long-range plans such as campaign plans, OPLANs, and OPORDs. FUPLANS focuses on “what’s next”

Question 5

Identify the concept of the Battle Rhythm and its major purpose

Answer 5

The entire operation of the MOC is driven by the commander’s battle rhythm, which is the deliberate daily cycle of command, staff, and unit activities intended to synchronize current and future operations. A commander’s BR regulates the speed, flow, and sharing of information that support the commander’s decision cycle; furthermore, BR is a cascading process. As a practical matter, the commander’s BR consists of a series of meetings, report requirements, and other activities. It must be designed to minimize the time the commander and key staff members spend attending meetings; it must allow the staff and subordinate commanders time to plan, and direct the activities of subordinates. Within the CFT concept, many WG produce products that serve as input to subsequent events. Establishment of an appropriate BR can be an iterative process. A BR schedule is developed based on when decision makers need to have certain pieces of information before they enter into high-level collaboration or decision events. BR schedules must be aligned with senior and subordinate battle rhythms. Adherence to scheduled BR events is critical to ensure the requisite information is gathered at the appropriate time. Typically, the knowledge management officer (KMO) has the planning lead for development of the initial draft BR

Question 6

Describe the purpose and contents of a Seven Minute Drill

Answer 6

The seven-minute drill is a tool that identifies information about cross functional teams and events. The seven-minute drill is a way to summarize the purpose for the CFT, its linkage to other CFTs, and its support to decision- making requirements. Seven-minute drills should be reviewed whenever the MOC director feels that the change in mission requires a change in the composition of CFT

Question 7

Seven-minute Drill should include

Answer 7

Name of board or cell
 Lead J/N-code
 When/where does it meet in battle rhythm?
 Purpose
 Inputs required from
 When?
 Output/Process/Product
 Time of delivery
 Membership codes

Question 8

Describe the purpose and contents of the Staff Battle Rhythm Matrix

Answer 8

A consideration for Battle Rhythm development is the staff’s resources. The ability of the staff to support the events requires deconfliction. The Staff Battle Rhythm Matrix shows required BR participation in the events. The Staff Battle Rhythm Matrix identifies participation and what Centers/Cells are tasked for events

Question 9

Describe the purpose of MOC standardization and the idea of 80% compatibility

Answer 9

Standardizing the MOCs allows for the establishment of common missions, functions, tasks and procedures; equipping and training. This results in greater commonality across the Fleets and less difference as you cross CHOP lines. Also, common training is provided for MOC operators and the common equipment allows for the establishment of a more economical maintenance and system training. MOCs are only held to be 80% standard due to differences in the Combatant Commanders they support. The 80% is based on manning (number of the 94 core positions filled and required training, AQD, NOBCS accomplished; METs and supporting tasks; and material/equipment/system baseline

Question 10

Describe the MOC certification process as it relates to what is looked at and how often each MOC is certified

Answer 10

The Navy MOC Training Team will perform a two part review of each MOC every two years. The Team will look at the staffing levels including staffing training, the number of Standard METs and supporting tasks the MOC performs and the material and system baselines installed in the MOC. In addition to this numeric analysis, the MOC Training Team will evaluate the proficiency of the MOC. Feedback of the numeric analysis is forwarded to Fleet MOC Standardization Council (FMSC), made up of the Deputy Commanders of the USFF and PALCFLT with the Team’s certification recommendation. The Team’s analysis of the MOC’s proficiency is sent only to the MOC Commander

Question 11

Identify the source of the 94 core MOC positions and describe the information/requirements aligned with each position

Answer 11

OPNAV M -3500.42, MOC Standardization Manual, identifies the core MOC positions. Chapter Six of the manual identifies the Position Name, Functional Team the position is associated with, Associated NOBC and AQDs and the number of Standard MOC Procedures Led (Table 6-1). Chapter Four lists the formal training each of the core positons should have

Question 12

Describe how Navy Planning is tied to Joint Planning and why navy planners should be aware of joint doctrine

Answer 12

Military planning occurs at all levels—from the strategic level and the Chairman of the Joint Chiefs of Staff, through the combatant commanders (CCDRs) at the theater strategic level, across to other Service or functional components, and down to the individual ship, submarine, or aircraft. The levels of planning differ in their complexity, scope, and purpose; however, they are all linked. The operational level is where the crucial link from strategic military objectives to tactical warfighting is established. Navy forces seldom operate independently without coordination with other Services. Navy staffs should be well versed in joint doctrine, particularly JP 3-0, Joint Operations; JP 5-0, Joint Operation Planning; and approved joint terminology. The Navy Planning Process (NPP) links commanders, and the staff, with HHQ, laterally to other Service and functional component commands, and to subordinate commanders. In the case of a Navy component commander, collaborative planning technique should be used with subordinate forces such as carrier strike groups (CSGs) or expeditionary strike groups (ESGs). Likewise, in the case of a CSG or ESG, planning among the warfare commanders, ships, squadron, and other forces attached must be linked

Question 13

Outline the six phases of an operation

Answer 13

The six phases of an operation are: 
Phase 0 (Shape)
 Phase I (Deter)
 Phase II (Seize Initiative)
 Phase III (Dominate)
 Phase IV (Stabilize)
 Phase V (Enable Civil Authority)

Question 14

List the two types of planning

Answer 14

Deliberate

Crisis Action

Question 15

Describe Deliberate Planning

Answer 15

At this theater strategic level there are two forms of planning, deliberate and crisis action. In deliberate planning, the end product is a plan (OPLAN or concept plan (CONPLAN)), that goes on the shelf. Numbered fleets, using the NPP, will frequently support Navy component deliberate planning by developing supporting plans

Question 16

Describe Crisis Action Planning

Answer 16

Crisis Action Planning (CAP) occurs when a rapidly emerging crisis requires immediate military planning. Navy operational units will support this time-sensitive planning using the NPP. Optimally, if deliberate planning had previously addressed the crisis or situation, that OPLAN or CONPLAN on the shelf can be leveraged during CAP

Question 17

List the purpose of the Joint Operational Functions

Answer 17

Joint functions are related capabilities and activities grouped together to help integrate, synchronize, and direct operations. Functions that are common to joint operations at all levels of war fall into six basic groups—Command and Control (C2), intelligence, fires, movement and maneuver, protection, and sustainment. Some functions, such as C2 and intelligence, apply to all operations. Others, such as fires, apply as the mission requires

Question 18

Describe the Joint Operational Function of C2

Answer 18

C2 encompasses the exercise of authority and direction by a commander over assigned and attached forces to accomplish the mission. The C2 function encompasses a number of tasks, including: (1) Establish, organize, and operate a joint force HQ (2) Command subordinate forces

(3) Prepare and, when required, modify plans, orders, and guidance
(4) Establish appropriate command authorities among subordinate commanders
(5) Assign tasks and operational areas as needed
(6) Prioritize and allocate resources
(7) Manage risk

Question 19

Describe the Joint Operational Function of Intelligence

Answer 19

Understanding the operational environment is fundamental to operations. The intelligence function supports this understanding by providing information concerning foreign nations, hostile or potentially hostile forces or elements, or areas of actual or potential operations.
Intelligence tells what the enemy is doing, is capable of doing, and may do in the future.
These assessments are important to acting inside the enemy’s decision cycle. Thus, intelligence must be sufficiently detailed and timely to satisfy the commander’s decision-making needs. Intelligence identifies enemy capabilities, helps identify enemy and friendly centers of gravity (COGs), projects probably enemy COAs, and assists in planning friendly force employment.
The process also attempts to identify what the enemy is able to discern about friendly forces. Intelligence provides assessments that help decide which forces to deploy; when, how, and where to deploy them; and how to employ them in a manner that accomplishes the mission.
The process helps Joint Force Commanders (JFCs) and their staffs visualize the operational environment and achieve information superiority. During all activities, the operational environment can produce casualties due to disease and combat or noncombat injuries. Intelligence provides information that helps decision makers devise protection measures to mitigate these threats