EWS Notes 1

Question 1

description of planning

Answer 1

art/science of envisioning a desired future
- includes laying out effective ways to bring it about
- preparatory process
- dynamic

Question 2

how does the planning process build over time

Answer 2

planning as a process builds on itself to figure out how to move from the current state to a more desirable future state

Question 3

2 basic functions of planning

Answer 3

envisioning a desired future

arranging a configuration of potential actions in time/space to allow us to realize the future

Question 4

4 reasons why proper planning is essential

Answer 4

• 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

Question 5

2 categories of military planning

Answer 5

Force Planning
- creating/maintaining military capabilities (train, org, recruit, train, educate, equip…)

Operational Planning: Mob, demob, employment, sustainment, redeployment

Question 6

Key functions of planning

Answer 6

• 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

Question 7

directive

Answer 7

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

two types: plans and orders

Question 8

difference between a plan and an order

Answer 8

plan: developed in advance of execution and isn’t executed until directed/conditions are met

order: has an obligation to execute

Question 9

types of orders

Answer 9

OPORD
FRAGORD
WARNORD
EXORD
ALERTORD

Question 10

OPORD

Answer 10

directive to effect the coordination of an operatoin

Question 11

FRAGORD

Answer 11

abbreviated OPORD issued as needed to eliminate the need to restate information found in the basic operational arder

Question 12

WARNORD

Answer 12

allows subordinates time to prepare for the contemplated action

Question 13

EXORD

Answer 13

order to subordinates that directs them to execute existing order. contains guidance not foudn in the original plan

Question 14

objective of planning

Answer 14

NOT: eliminate and minimize uncertainty
YES: allows us to decide/act efficiently in the midst of uncertainty

Question 15

mistakes of planning

Answer 15

• 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

Question 16

science of planning

Answer 16

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

Question 17

synthesis of planning

Answer 17

creative process of integrating elements into a cohesive whole (will need creativity and judgement - neither of which are included in the analysis phase)

Question 18

factors that drive planning efforts

Answer 18

external
internal
time pressure
uncertainty
expertise
scarcity of critical resources

Question 19

information management

Answer 19

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

Question 20

what does information management enable the commanders to do

Answer 20

formulate and analyze COA, make decisions, execute those decisions, and adjust plans accordingly

Question 21

Qualities of information management

Answer 21

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)

Question 22

principles of information management

Answer 22

• 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

Question 23

difference between process and procedures

Answer 23

process: series of related activities

procedures: more rigid adherence to prescribed steps

Question 24

steps of MCPP

Answer 24

problem framing
COA development
COA war gaming
COA comparison and decisions
Orders development
transition

Question 25

2 ways to information share

Answer 25

push versus pull

Question 26

supply push (information sharing)

Answer 26

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

Question 27

demand pull (information sharing)

Answer 27

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

Question 28

coupling

Answer 28

how closely two or more actions in a plan interact

Question 29

tightly coupled plan

Answer 29

close relationship between 2 parts - precise coordination is needed

Question 30

loosely coupled plan

Answer 30

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

Question 31

problem framing step

Answer 31

understand the environment & nature of the problem - WWWWWH and what must be accomplished - mission statements should give task, purpose, & CDR's Intent

Question 32

3 tenets of MCPP

Answer 32

top down planning, single battle concept, integrated planning

Question 33

top down planning

Answer 33

CDR must not merely be a participant but must drive the process "their intent & guidance is central to the planning"

Question 34

single battle concept

Answer 34

a tenet of MCPP interrelationships between dispersed actors - orchestrates the efforts of all the elements of the force to accomplish the assigned mission

Question 35

integrated planning

Answer 35

a tenet of MCPP coordinated action towards a common purpose by all elements of the force

Question 36

concurrent planning

Answer 36

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

Question 37

parallel planning

Answer 37

planning between units must ensure proper coordination - issues that drive PP: battlespace geometry, timing, deconfliction of fires, changes to task organization...)

Question 38

information as a tool

Answer 38

"lever that allows the CDR to influence the environment/adversary" - tools: CCIR (PIR/FFIR. Decision Support Matrix, decision support template, RFI)

Question 39

conceptual planning

Answer 39

establishes goals and objectives plus the broad schemes for achieving them - CDR intent, CONOPS, COA

Question 40

functional planning

Answer 40

designs supporting plans for discrete functional activities _ deployment, logistics, security, surveillance...

Question 41

detailed planning

Answer 41

works out the particulars of execution based on goals and objectives already provided - control measures, target lists, landing measures

Question 42

hierarchy of planning

Answer 42

concept planning, functional planning, detailed planning

Question 43

components of a plan

Answer 43

- 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)

Question 44

forward planning

Answer 44

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"

Question 45

reverse planning

Answer 45

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"