Joint Planning Flashcards
MOE
measure of effectiveness—A criterion used to assess changes in system behavior, capability, or operational environment that is tied to measuring the attainment of an end state, achievement of an objective, or creation of an effect.
Also called MOE. (JP 1-02)
MOP
measure of performance—A criterion used to assess friendly actions that is tied to measuring task accomplishment. Also called MOP. (JP 1-02)
Risk
Probability and severity of loss linked to hazards. 2. The chance of hazard or bad consequences resulting in exposure to possible injury or loss. Risk level is expressed in terms of hazard probability or severity.
COA Evaluation Criteria
- Before the planners begin the COA war game, the commander must choose the evaluation criteria that will be used to select the COA that will become the CONOPS. The commander establishes evaluation criteria based on judgment, personal experience, and the overall understanding of the situation and problem. The COA evaluation criteria focuses the wargaming effort and provides the framework for data collection by the OPT and staff. The commander will use the data collected in wargaming during the COA comparison and decision step. The COA evaluation criteria may include—
- Warfighting functions
- Principles of war.
- Limitation on casualties.
- Exploitation of enemy weaknesses/friendly strengths.
- Defeat of the enemy’s COG.
- Protection of the friendly COG.
- Degree of asymmetrical operations.
- Operations in the information environment
- Risk.
- Earliest date and time the operation can begin.
- Duration of the operation.
- Political considerations.
- Impact on local population and/or issues.
MCWP 5-10, p. 35
Branch
Branches are planned contingencies that provide a range
of alternatives often built into the basic plan. Branches add flexibility to plans by anticipating situations that could alter the basic plan.
JP 5-0, IV-38
The contingency options built into the base plan used for changing the mission, orientation, or direction of movement of a force to aid success of the operation based on anticipated events, opportunities, or disruptions caused by enemy actions and reactions.
MCWP 5-10 p. 192
Sequel
Sequels anticipate and plan for subsequent operations based on the possible outcomes of the current operation—victory, defeat, or stalemate.
JP 5-0, IV-38
Apportionment
Apportioned forces provide an estimate of the capacity to generate capabilities that can reasonably be expected to be available along general timelines. This estimate informs and shapes CCDR resource-informed planning but does not identify the actual forces that may be allocated for use if a plan transitions to execution. This informs senior leadership’s assessment of plans based on force inventory, force generation capacity, and availability. The apportionment of a force does not establish a command relationship. Apportionment is dependent on the number of operational forces, the readiness and availability of the forces, and the number of forces employed globally. Apportioned forces not only support planning but, when compared to the DRTs, the apportionment tables provide a periodic measurement of DOD’s ability to meet its level of readiness. The GFMIG provides strategic guidance with respect to the apportionment process.
JP 5-0, p. D-3
Assignment
SecDef provides direction to the Secretaries of the Military Departments to assign specified forces to CCDRs and the United States Element, North American Aerospace Defense Command to perform missions assigned to those commands per Title10, USC, Section 162. The assignment of forces is conducted annually and documented in the assignment tables of the GFMIG or, in years the GFMIG is not updated, as an attachment to the Forces For Unified Commands Memorandum (short title: “Forces For”).
Allocation
Per Title 10, USC, Section 162, a force assigned to a CCMD or the United States Element, North American Aerospace Defense Command under this section may be transferred from the command to which it is assigned only by authority of the Secretary and under procedures prescribed by SecDef and approved by the President. Under this authority, SecDef allocates forces to CCDRs from other CCDRs, Services, and DOD agencies. Two sub-processes, annual and emergent, are used to allocate forces. When complete, the CJCS recommends the allocation of forces to SecDef. SecDef decisions are transmitted in an annual global DEPORD called the GFMAP and its associated annexes. The GFMAP specifies the command relationship the gaining CCDR exercises and the losing CCDR relinquishes, as well as the time the force is to be allocated. The intent is to posture forces against the strategic priorities first and adjust to meet the operational priorities while balancing risk to the force, current operations, and potential future contingencies.
JP 5-0, p. D-2
Culmination Point / Culminating
Culmination is that point in time and/or space when the operation can no longer maintain momentum. In the offense, the culminating point is when effectively continuing the attack is no longer possible and the force must consider reverting to a defensive posture or attempting an operational pause. Here the attacker greatly risks counterattack and defeat and continues the attack only at great peril. Success in the attack at all levels is to secure the objective before reaching culmination. A defender reaches culmination when the defending force no longer has the capability to go on the counteroffensive or defend successfully. Success in the defense is to draw the attacker to offensive culmination, then conduct an offensive to expedite the enemy’s defensive culmination. During stabilization efforts, culmination may result from the erosion of national will, decline of popular support, questions concerning legitimacy or restraint, or a political resolution.
JP 5-0, IV-28
Decisive Point
A decisive point is key terrain, key event, critical factor, or function that, when acted upon, enables a commander to gain a marked advantage over an enemy or contributes materially to achieving success (e.g., creating a desired effect, achieving an objective). Decisive points can greatly influence the outcome of an action. Decisive points can be terrain features such as a constricted sea lane, a hill, or a geosynchronous orbit. Decisive points can also be specific things like a weapons of mass destruction material cache or facility, or an air base, but they could also include other elements, such as command posts, a satellite downlink station, or an undersea cable. In some cases, specific key events may also be decisive points, such as achievement of air, space, or maritime superiority, opening a supply route during humanitarian operations, or gaining the trust of a key leader.
JP 5-0 IV-33
Planning Detail
Level 1, 2, 3, 4 Plan
Level 1 —Commander’s Estimate. It produces multiple COAs to address contingencies. The product for this level can be a COA briefing, command directive, commander’s estimate, or a memorandum with a proposed force list.
Level 2 — Base Plan (BPLAN). A BPLAN describes the CONOPS, major forces, concepts of support, and anticipated timelines for completing the mission. It normally does not include annexes. A BPLAN may contain alternatives, including FDOs and FROs, to provide multiple options to address contingencies as they develop or to shape the developing situation.
Level 3 — Concept Plan (CONPLAN). A CONPLAN is an OPLAN in an abbreviated format. It may require considerable expansion or alteration to be converted into a complete and detailed level 4 OPLAN or an OPORD.
Level 4 —OPLAN. An OPLAN is a complete and detailed plan. The OPLAN identifies the force requirements, functional support, and resources to execute the plan. It contains a full description of the CONOPS, all applicable annexes, a time-phased force and deployment list (TPFDL) and a transportation-feasible notional TPFDD, as well as analysis of the impact of a potentially contested environment on the joint deployment and distribution enterprise (JDDE)
JP 5-0, I-11
