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ULTIMATE Military Compilation > EWS course - Planning > Flashcards

EWS course - Planning Flashcards

1
Q

2 basic functions of planning

A
  • envisioning a desired future
  • arranging a configuration fo potentioal actions in time/space to allow us to realize that future
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2
Q

reasons why planning is essential

A
  • need to anticipate events/act purposefully to SEIZE THE INITIATIVE
  • reduce the time lag between decision & actino on the battlefield
  • help cope w/complexity when expeience is lacking
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3
Q

difference between plans and orders

A

plans are developed in advance of action
orders have an obligation to edecute

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4
Q

OPORD

A

directive for coordinatoin of an operation

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5
Q

FRAGORD

A

abbreviate an OPORD issued to eliminate the need to restate information obtained in the basic operatioanl order

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6
Q

WARNORD

A

allows subordinates time to prepare for contemplated action

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7
Q

EXORD

A

order to subordiantes to direct them to execute existing orders/plans and conveys guidance not in ordiginal orders

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8
Q

objective or planning

A

NOT to eliminate/minimize uncertinity but to allow us to decide/act efficiently in teh midst of uncertainty

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9
Q

mistakes of planning

A
  • attempt to forecast too far intot he futrue
  • too much detail restricts options
  • planning used as a scripted process tht tries to prescribe friendly/enemy action in precision
  • inflexible/lockstep/overly rigid procedures
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10
Q

analysis (in planning)

A

“science of planning”
- decomposing the subject itno parts
0 study ing issues that impat the deicsion
DOES NOT: make creative decisions central to planning

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11
Q

synthesis (in planning)

A

“art of planning”
creative process of integrating elements into a cohesive whole
- needs creativity and judgment

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12
Q

components of a plan

A
  • desired outcome/intent
  • purpose
  • time element for when to achieve that mission
  • goals & objectives
  • actions intended to achieve the desired outcome
  • control processes (feedback mechanisms) to supervise exdecution
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13
Q

how closely two or more actions in a plan interact

A

coupling

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14
Q

coupling

A

how closely two or more actions in a plan interact
- tight or loose

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15
Q

tight coupling

A

close relationships between two parts

precise coordinatoin is needed

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16
Q

loose coupling

A

doesn’t need precise relationships but tolerate friction/disruption better. greater freedom of action and variance in execution

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17
Q

“lever that allows a CO to influence the environment/adversary”

A

information

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18
Q

tools for the CDR to achieve information

A

CCIR (PIF/FFIR)
decision support matrix
decision support template
RFI

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19
Q

definition of infomation management

A

sum of the processes of collaboration and sharing of informatoin
- enables CDRs to formulate/analyze COA and make decisions/adjust plans

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20
Q

principles of information management

A
  • Define the information flow with prioritized requirements
  • Seek to deliver quality information
  • Use multiple sources of information
  • Deliver timely and usuable formats
  • Identify and trap errors
  • Protect information throughout its lifecycle
  • Build understanding form the bottom up
  • Decentralize information management execution
  • Reduce complexity
  • Tailor information for intended audience
  • Set conditions for information development and sharing
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21
Q

7 quality characteristics of informatoin

A

accuracy
relevant
timeliness
usability
completeness
brevity
security

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22
Q

information sharing styles

A

supply push (push infomation to the user)
demand pull (seeks out specific infomation)

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23
Q

supply push (information)

A

information is pushed rom source to user

advantage: CDR doesn’t need to request it b/c will be delivered in atimely manner

disadvantage: information overload

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24
Q

demand pull (informstion)

A

seeks out information as rquired.

advantageL moves through chain of command until it reachesthe correct place so avoids information overload

disadvantage: increases time isince the search for information may not begin until the users ID need

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25
Q

3 tenets of MCPP

A

top down planning
single battle concept
integrated planning

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26
Q

difference between process and procedures

A

process: series of related activities
procedures: more rigid adherence to prescribed steps

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27
Q

top down planning

A

1 of the 3 tenets of MCPP
CDR must not merely participate in planning; must drive the process
their intent/guidance is central to planning

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28
Q

single battle concept (r/t planning)

A

interrelationships beteen dispersed actions.
orchestrates teh efforts of all the elements of the force to accomplish teh assigned missions

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29
Q

integrated planning

A

coordinated action towards a common purose by all elements ofhte force

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30
Q

problem framing

A
  • understand environment/nature of hte problem
  • what/where/when/why/how
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31
Q

theme of planning

A

fundamental responsibility of command
- CDR MUST be involved

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32
Q

what do we need in order to plan effectively

A

to plan effectively, we must understand the purpose, environmetn, and characteristics ofth e process as well ast he object and traits of itsprocess

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33
Q

planning as a maneuver

A

planning is a way to move from the current state to a more desirable future state

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34
Q

how to think about plans

A

a plan is an interim product based on the informtion/understanding known at the moment and always subject to revision as new information/understanding emerges

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35
Q

mere act of planning isn’t valuable in itself…

A

planning value when methods are appropriate to conditoisn/activities

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36
Q

planning, when done well…

A
  • improves performance
  • wise investmento f time, effort, energy
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37
Q

difference between force planning & operational planning

A

force planning: create & maintain military capabilities

operatoinal planning: mob, depoyment,employment, sutainment, redeployment of military forces to accomplish assigned missions

38
Q

campaign plans

A

series of related military operations aimed at accomplishing a strategic/opertioanl objective within a given time/space

39
Q

what do strategic plans ocover

A

the overall conduct of war

40
Q

functional plan

A

specific functions like aviation, logistics, communcations, surveillance

41
Q

tactical plans

A

covert he conduct of single miltiary evolution

42
Q

directive

A

any communiction by which a CDR establishes policy or orders a specific action

43
Q

concept plan

A

outlines the features/principles of a COA prior to the initiation of detailed planning

use to: evaluate the feasibility of a COA, inform higher HQ ofour intentions, initiate lower echelon planning

44
Q

operational plan

A

for single action/series of connected actiosn to be carried out simultaneously or in succession

45
Q

operational order

A

directive isued by CDR to subordinaes for the purpose of effecting the coordinated exection of an operation

46
Q

FRAGORD

A

abbreviation of operational order that eliminates teh need tor estate information in teh original order

47
Q

WARNORD

A

preliminary notice of an order which is to follow.
purpose: allow subordinates as much time as possible to prepare forthe contemplated action

48
Q

EXORD

A

order to subordinates that directs themt o execute existing orders/plans nd conveys guidance not provided in earlier instructions

49
Q

uncertainity & environment

A

uncertainity increases with teh length of planning horizon and the rte of change in the environmetn

50
Q

2 defining features of planning challenges

A

uncertainty
time

51
Q

planning horizon

A

refers to hwo far intothe future we try to shape events
- farther intot he futrue we can plan, the more time we can allow ourselves to prepare BUT the farther into the future, teh wider the range of possibiliities and the more uncertaino ur forecast

52
Q

object ofplanning with regards to uncertainty

A

object of planning is NOT to eliminate/minimize ucnertainty…to allow us how to decide and effectively int eh midist of uncertainty

53
Q

plans and value

A

plans lose their value over time and must be updated b/c situatoins change continuosuly
- build replanning/revision intothe plannign cy cel

54
Q

problem of planning over time

A

all planning takes time…that may come at the expense of tempo

55
Q

temptation when we try to forecast/influence future events

A

efforts toforecast/influence future events may tempt us to believe we have more control over the COA than w really do

  • we may mistakenly come to believe that te object of planning is to impose control over battlefield events
56
Q

what is war

A

interactive clash between independent wills

57
Q

quote by Clausewitz & countless minor incidents

A

“Countless minor incidents – the kind you can never really foresee-combine to lower the general level of performance, so that one always falls short of the intended goal” – Clausewitz

58
Q

problem of attempting to plan with too much detail

A

the result can be an extremely detailed plan that does not survive the friction of the situatoin and constricts effective action

59
Q

how do you start to plan?

A

assess the situation
- gather information
- orient ourselvs tot he conditons (elements, dynamics, COG< critical vulnerabilities
- identify the problem we’d liket o solve

60
Q

greateest contribution CDRs make tot he planningprocess

A

establishment of goals, objectives, and CDR intent

61
Q

analysis (of a plan)

A

systematic process of studying a subject by successively decomposing the subject into parts and dealing with each part in turn

62
Q

what must you be sensitive to when planning

A

all planningmust be basd on sensitivity to the time available

63
Q

when do you do deliberate planning?

A

when there is no advantage to be gained by acting more quickly

64
Q

when is tight coupling appropriate

A

if there is little chance of disruption or unanticipatd developments, relatively tight coupling may be apprpriate BUT most tactical situations have plan disruptons that are inevitable. so loose couple is more appropriate wtih: fricton, chance, unpredictibility, and interaction between independent wills

65
Q

what level of structure is important on the battlefield

A

plans shouldprovide enough stucture tofacilitate necessarycooperation/directionbutnot so much structure that we sacrifice flexibility, tempo, initiative

66
Q

ways to simplify plans…

A
  • keep number of actions/plan to the minimum number required by the situation
  • fewer actions simplify the C2 problem
  • too many tasks can exceed the limits of effective span of control
67
Q

plans and initiative

A

a good plan doesn’t eliminate the need for initiative but does facilitate it

68
Q

DO/DON’t DO plans

A

DO NOT: think of a plan as an unalterable solution to a problem
DO: open architecture that allows us to pursue many possibilities. shoudl maximie freedom of action forthe future

69
Q

planning & tempo

A

in general, planning should not occur at teh expense of tempo
BUT
we must be aware ofthe advantages to be gained by using less time
BUT
recognie taht taking moments early to consider our actins beforehand may allow us to act more quicly later

70
Q

how do situations evolve as we plan for them

A

“situations continue to change while we plan for them”

71
Q

how can you help subordinates plan for action?

A

WARNORD

72
Q

plans & enemy contact

A

“no plan survives first contacft with the enemy”

73
Q

planning and shaping

A

planning is the primary means by which we give advantageous shape to the course of events over time

74
Q

objective of planning

A

provide maximum degree of freedom for future actions. that makes it more difficult for the enemy to anticipate/coutner us
thus, when momento f encounter arrives,we have not narrowed ourselves to only one COA

75
Q

main benefit of planning

A

main benefit of planning drives not from consuming its products (plans) but engaging in theirporoductno

76
Q

what is an enabler of C2

A

informatoin management

77
Q

3 pillars of C2

A

informatoin,people, Cw3 support structure

78
Q

informtion management

A
  • sum of the process forthe collaboration/sharing of informatoin
  • enables CDRs to formulate/anayze COA, make decisions, execute those decisions, and ajust plans accordinly
79
Q

crucial to proper information flow

A
  • identify/prioritie information requierments
  • ensure resources are available/tasked to collect nd providet he prioritied information to the intended audience
  • coordinate resources to the decisoin makeer when needed
80
Q

what does information need to be in order to obtain knowledge/understanding

A

accurate
complete
relevant

81
Q

how does information become knowledge/understanding

A

via processing, framed withing context, and used fo rCDr’s decision-making

82
Q

2 basic uses for informatoin

A
  • Create situational awareness as a basis for decision
  • To direct/coordinate actions in the execution of a decision
  • SO…information is critical to the decision making process and to the success of campaigns/operations/tactical actions
83
Q
A
84
Q

ultimate goal of informatoin mangementn

A

provide aprocess to enable the user to leverage C2 systems that empower personnelw ithrelevant skills to understand/shape battlespace clearly and recognize/collect/share critical information with decisonmakers in order to defeat opponents

85
Q

CCIR

A

“What does the CDR need to know in a specific situatointo make a particular decision in atimely manner?”

86
Q

Decision Support Matrix

A
  • identifies key decision points/actiosn decided uponbythe CDR during planingphase
87
Q

RFI

A

specific time sensitive requests for informatoin/products to support an ongoing crisis/operatoin not necessarilyr /t standingrequirements or scheduled intellgience production
-generated to answer a questionthat cnnotbe rsolved with organic assets and when the infomrtiondoes not exist withini nternal databases

88
Q

responible for current operations versus future plans

A

G5 does future plans
futureoperatoins is G3

89
Q

steps of MCPP

A
  • Problem Framing
  • COA development
  • COA wargaming
  • COA comparison/decision
  • Orders Development
  • Transition
90
Q

problem framing

A

enhances understandingofthe OE/nature of theproblem

91
Q
A

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