EWS Notes 1 Flashcards
description of planning
art/science of envisioning a desired future
- includes laying out effective ways to bring it about
- preparatory process
- dynamic
how does the planning process build over time
planning as a process builds on itself to figure out how to move from the current state to a more desirable future state
2 basic functions of planning
envisioning a desired future
arranging a configuration of potential actions in time/space to allow us to realize the future
4 reasons why proper planning is essential
- need to anticipate events/act purposefully to SEIZE THE INITIATIVE fater than the adversary
- reduces the time lag between decision & action on the battlefield
- cope with levels of complexity
- when experience is lackign
2 categories of military planning
Force Planning
- creating/maintaining military capabilities (train, org, recruit, train, educate, equip…)
Operational Planning: Mob, demob, employment, sustainment, redeployment
Key functions of planning
- direct/coordinate action by instructing the unit what to do & tell those outside the unit what they can do to cooperate/support
- exercise C2
- devlop a shared situational awareness
- generate expectations for how actions will evolve and how they will affect the desired outcome
- planning supports the exercise initiative (helps depart from original plan when expectations aren’t realized)
- shapes thinking of planners by providing disciplined framework
directive
any communication by which a CDR establishes policy or orders a specific action
two types: plans and orders
difference between a plan and an order
plan: developed in advance of execution and isn’t executed until directed/conditions are met
order: has an obligation to execute
types of orders
OPORD
FRAGORD
WARNORD
EXORD
ALERTORD
OPORD
directive to effect the coordination of an operatoin
FRAGORD
abbreviated OPORD issued as needed to eliminate the need to restate information found in the basic operational arder
WARNORD
allows subordinates time to prepare for the contemplated action
EXORD
order to subordinates that directs them to execute existing order. contains guidance not foudn in the original plan
objective of planning
NOT: eliminate and minimize uncertainty
YES: allows us to decide/act efficiently in the midst of uncertainty
mistakes of planning
- attempting to forecast too far into the future “we can’t control the future but we feel we can”
- too much detail restricts options
- planning is used as a scripting process that tries to prescribe friendly/enemy action w/precison
- inflexibility/lockstep thining w/too rigid/overemphasized procedures
science of planning
ANALYSIS
- decomposing the subject into parts and dealing w/ each in turn
- processing infomation and studying issues that impact the decision
- evaluate potential COA by studying feasibility/requirements
- analysis doesnt make the creative decision central to planning
synthesis of planning
creative process of integrating elements into a cohesive whole (will need creativity and judgement - neither of which are included in the analysis phase)
factors that drive planning efforts
external
internal
time pressure
uncertainty
expertise
scarcity of critical resources
information management
sum of the processes for the collaboration and sharing of information
- IM is more than control of data flowing across technical networks. it covers the entire lifespan of information and centers on commanders and their information requirements
what does information management enable the commanders to do
formulate and analyze COA, make decisions, execute those decisions, and adjust plans accordingly
Qualities of information management
Quality information adds value to the decision-making process
accurate
“information conveys the true situation”
relevance (to mission/task/situation
timeliness (r/t to when the decision needs to be made)
usuability (in an easily understood format)
completeness (all necessary info is there)
brevity (succinct but at the level of detail required)
security (afforded appropriate protection when required)
principles of information management
- 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
difference between process and procedures
process: series of related activities
procedures: more rigid adherence to prescribed steps
steps of MCPP
problem framing
COA development
COA war gaming
COA comparison and decisions
Orders development
transition
2 ways to information share
push versus pull
supply push (information sharing)
supply push: information is pushed from source to user
advantage: CDR doesn’t need to request it bc/ it will be delivered in a timely manner
disadvantage: potential for information overload
demand pull
(information sharing)
seeks out information as required
- moves through the chain of command until it meets the appropriate level
Advantage: moves through the change of command until it gets to the appropriate level means it can be tailored to meet certain requirements so overload is avoided
disadvantage: demand pull increases in time since the search for information may not be until the user identifies the need
coupling
how closely two or more actions in a plan interact
tightly coupled plan
close relationship between 2 parts
- precise coordination is needed
loosely coupled plan
not as precise relationship between actions in a plan
- can tolerate friction and disruption better than tightly coupled could
- greater freedom of action and variance in execution w/o worry about adversely affecting the rest of the plan
problem framing step
understand the environment & nature of the problem
- WWWWWH and what must be accomplished
- mission statements should give task, purpose, & CDR’s Intent
3 tenets of MCPP
top down planning,
single battle concept,
integrated planning
top down planning
CDR must not merely be a participant but must drive the process
“their intent & guidance is central to the planning”
single battle concept
a tenet of MCPP
interrelationships between dispersed actors
- orchestrates the efforts of all the elements of the force to accomplish the assigned mission
integrated planning
a tenet of MCPP
coordinated action towards a common purpose by all elements of the force
concurrent planning
planning simultaneously by 3 or more echelons of the same command
- avoids the long stalling process that can occur if essential information is stalled at lower comamdn
_ BUT must have a clear understanding of commander’s intent
parallel planning
planning between units must ensure proper coordination
- issues that drive PP: battlespace geometry, timing, deconfliction of fires, changes to task organization…)
information as a tool
“lever that allows the CDR to influence the environment/adversary”
- tools: CCIR (PIR/FFIR. Decision Support Matrix, decision support template, RFI)
conceptual planning
establishes goals and objectives plus the broad schemes for achieving them
- CDR intent, CONOPS, COA
functional planning
designs supporting plans for discrete functional activities
_ deployment, logistics, security, surveillance…
detailed planning
works out the particulars of execution based on goals and objectives already provided
- control measures, target lists, landing measures
hierarchy of planning
concept planning,
functional planning,
detailed planning
components of a plan
- desired outcome and intent
- purpose for achieving that outcome
- time element for when to complete the mission
- goals and objectives
- actions needed to achieve the desired outcome
- control processes to supervise execution (feedback mechanisms to identify shortcomings in the plan and make necessary adjustments)
forward planning
starts with present conditoins and lays out potential decisions/actions forward in time. identifies next feasible step.
- envisions end state as a distant and general aiming point rather than a specific objective
Answers question “Where can we get to next”
reverse planning
starts with the envisioned end state and works back int ime. focuses on the long term goal
“where do we eventually want to get to”
