MCPP & some Joint Planning Flashcards
Planning definition
Planning is the art and science of envisioning a desired future and laying out effective ways of bringing it about.
3 Tenets of MCPP
- Top Down Planning
- Single-Battle Concept
- Integrated Planning
Top Down Planning
Top-down planning is defined as the commander driving the planning process from start to finish. This means that the commander is not merely a participant in the process, giving guidance throughout. Rather, it means that the commander is ensuring that everything is happening in accordance with his guidance. Top-down planning assists in ensuring unity of command, more specifically unity of effort. With the commander driving the process, he can ensure that the correct assets and players are utilized in a proper manner. This is also where the commander’s judgment and experience play a pivotal role. Significant real-world and training experience provides the commander the best ability to instruct and guide his subordinates in the proper methods and direction during the planning process based on his expert judgment.
Single-Battle Concept
Single-battle concept is defined as viewing everything both inside and outside the area of operations as having an effect on one another. A commander and his or her staff must view everything as having a cause and effect. Events in one part of the battlespace can have profound effects on another area of the same battlespace and the commander must consider holistically the consequence of one action on another. It is a unifying perspective that recognizes the interrelationship among dispersed units, both friendly and adversary.
Area of Operations
Area of operations (AO) is a physical boundary which allows the commander to accomplish an assigned task. This assigned boundary allows the commander to project organic, assigned, and supporting units to the limits of their capabilities. It is important to note that the area of operations is by nature two-dimensional. For example, a commander will have to request airspace above his assigned area to properly employ them
Area of Influence
Area of influence is an area which the commander can affect through maneuver, fires, and other actions. This area is usually geographically defined on the limits of the commander’s organic weapon systems. Because of the range of fixed-winged aircraft, this area could be very large. MCDP 1-0, Operations encourages commanders to consider their mission, warfighting functions, and their area of operations when determining their area of influence and not to assume that the maximum effective range of their fixed-wing aircraft should be the sole determining factor for their area of influence.
Area of Interest
Area of interest includes both the area of operations and the area of influence but can extend far beyond the reach of the commander and well outside his battlespace. An example of this could be airbases in other regions prior to a phased operation. The weather and surrounding conditions can have an effect of the launching of aircraft which might influence the operation.
Integrated Planning
Integrated planning is defined as having a disciplined approach to planning through coordinated actions with all primary and subordinate units involved. It is the process of ensuring those who will partake in either the execution or forms of functional planning are not only involved in the process, but they are also encouraged to provide input when required. This is not only the commander’s responsibility. Subordinate units and staff members should take an active role in seeking out and taking part in the planning process. Even if only there for situational awareness, a staff member or his representative can be there to answer any questions and provide necessary support should a plan change.
Hierarchy of Planning
Conceptual Planning
Functional Planning
Detailed Planning
Conceptual Planning
Conceptual planning is often considered the ‘highest’ level of planning. Its purpose is to establish aims, objectives, and intentions. It is the process of developing broad concepts for action. It is often considered the most creative and thoughtful level of planning. - Establishes goals & objectives as well as broad schemes for achieving them. -e.g. COA Dev, outline plans, CONOPs, Cmdr’s Intent, etc Conceptual planning occurs at the very beginning of the planning process. It is during the beginning stages of conceptualizing the operational environment when a commander begins to think of what the problem is and how to go about solving it. An example of conceptual planning is the operational art or design of a problem.
Operational Art
JP 3-0 definition “Operational art is the cognitive approach by commanders and staffs to develop campaigns and operations to organize and employ military forces by integrating ends, ways, and means.”
Operational art is a term or concept sometimes used when discussing conceptual planning. It is the “how to” in the operational plan where the campaign goal or tactical objective is the “what.” Joint Publication 3-0, Joint Operations discusses operational art as the action that links tactical actions to strategic purposes. It governs the deployment of forces and the arrangement of operations to achieve objectives.
Functional Planning
Functional planning operates between conceptual and detailed planning and involves elements of both. This level of planning is focused on developing and designing supporting plans for discrete functional activities. It is often the most confusing and difficult level of planning because it blends both conceptual and detailed planning. Once a commander begins to articulate his vision of the plan or operation through his initial intent and guidance, the plan begins to move into the functional aspect. -Functional planning designs supporting plans for discrete functional activities. -e.g. deployment, logistics, security, surveillance plans, etc.
Detailed Planning
Detailed planning is defined as the lowest level of planning where the subordinate planners must translate the broad concepts from conceptual planning to executable tasks. This level of planning does not involve the establishment of objectives, as in conceptual planning; rather it works out the specific actions to achieve those objectives. -An example of detailed planning exists at every level from the company down to the individual fire team or section. They work out the specifics from the type of convoy to how much ammunition and chow is required for the mission. -Tasking, phasing, and targeting are also examples of detailed planning.
Levels of War
Strategic Level
Operational Level
Tactical Level
Tactical Level
The tactical level focuses on planning and executing battles. These battles can range in size and length, but will contribute to an overall objective of a campaign strategy. Units at the battalion level and below will generally operate at the tactical level of war.
Operational Level
The operational level of war links both the strategic and tactical levels through the employment of military objectives. This level of war involves the art of campaigning and when, where, and how to engage the adversary in battle. It is the art and science of winning campaigns. Major commands above the battalion level will often engage in this level of war.
Strategic Level
The strategic level of war is often thought of as the art of winning wars and maintaining peace as described in MCDP 1-0 Operations. It is the level of war which a nation, or group of nations, determines the national or multinational objectives and develops and uses national resources to achieve those objectives. It involves establishing goals, assigning forces, providing assets, and imposing conditions. Senior leaders in the military, alongside the President and his advisors, will often operate at this level of war.
MCPP Steps
Problem Framing
Course of Action Development
Course of Action Wargaming
Course of Action Comparison and Decision
Orders Development
Transition
Problem Framing
Problem framing is the first step in MCPP and is the conception and articulation of a framework for solving a problem. It may be conducted both formally and informally. This might occur based on responses to indications and warnings from an adversary or be directed from higher headquarters. The purpose of problem framing is to gain an enhanced understanding of the environment and the nature of the problem. To do so, we need to consider the entire operational environment and its variables. We use the acronym PMESII which stands for Political, Military, Economic, Social, Information, and Infrastructure. Understanding the operational environment and its variables will help put the purpose of the mission or task into a better perspective. This greater understanding allows a commander to visualize the operation and describe his conceptual approach.
PMESII
Political, Military, Economic, Social, Information, and Infrastructure
Design
Design is conceptual planning and at the dominion of the commander. It is the conception and articulation of a framework for solving a problem. Design not only encompasses identifying how to solve a problem, it also incorporates what the problem is, what factors are contributing to the problem (or rather, what factors are keeping the problem from becoming a larger one), and other factors which incorporate the operational environment.
- Describe the current and desired states of the operational environment.
- Define the problem set.
- Produce the operational approach.
- Reframe throughout planning and execution.
Elements of Problem Framing
- Commander’s orientation
- Commander’s initial intent
- Commander’s guidance
- Task analysis
Commander’s Orientation
One element of Problem Framing. The commander’s orientation is the commander’s initial understanding of the environment and the problem as presented to him. It the step in problem framing where the commander and his staff, including subordinate commanders, can collaborate through the exchange of ideas and information. Commander’s orientation is built upon higher’s warning order, news stories, or discussion with other staff members. It is highly based on the commander’s own experiences and can greatly enhance the entire planning process.
Commander’s Initial Intent
One element of Problem Framing. The commander’s initial intent is his or her personal expression of the purpose of the operation. Per the current doctrine, it is simply the purpose and end-state. It is what we are doing and why we are doing it, and what end-state or future state should look like as it applies to the enemy, friendly forces, and the environment.
Commander’s Initial Guidance
One element of Problem Framing. The commander’s initial guidance is different from his intent. It is formed from both the orientation and intent. It includes his initial thoughts on the environment and his initial understanding of the problem. It should include both friendly and enemy centers of gravity. There is no specific format but it should be briefed up front during problem framing.
Task Analysis
One element of Problem Framing. Task analysis is the process of breaking tasks down into specified, implied, and essential tasks. The mission statement will primarily come from essential tasks.
Specified Tasks
Specified tasks are those derived primarily from the higher headquarters warning order or operational order.
Implied Tasks
Implied tasks are not specifically stated but are required or necessary in accomplishing the specified tasks.
Essential Tasks
Essential tasks can be either specified or implied in that they define mission success and apply to the force as a whole. They must be successfully completed to accomplish the mission.
Problem Framing Injects, Activities, and Results
Problem Framing Brief
A problem framing brief is a brief given from the staff to the commander for his review/approval of the completed products. A problem framing brief can take any form from a PowerPoint presentation to a discussion around a map or terrain model. The brief should include the following products:
- Situation update to include the area of operations, areas of interest and influence, and the status of friendly forces
- Updated IPB products
- Higher’s mission and commander’s intent if possible.
- Task analysis (specified, implied, and essential tasks)
- Assumptions and limitations
- Resource short-falls
- COG analysis
- RFIs
- CCIRs
- Proposed mission statement (for the commander to approve)
- Warning order
Course of Action Development
The purpose of this step of the Marine Corps Planning Process is to develop several options for the commander based on the guidance and discussion from the previous step. This step allows the commanders and staff to begin to flush out their own shortfalls and develop specifics for how they plan on accomplishing the mission.
The two broad and basic questions a staff or planning team should ask themselves when developing courses of action are, “What do we want to do?” and “How do we want to do it?”
5 Elements of a COA
Feasible - Does the COA accomplish the mission within the available time, space, and resources?
Acceptable - Is the COA proportional and worth the cost in personnel, equipment, materiel, time involved, or position? Is it consistent with the law of war and is it militarily and politically supportable?
Complete - Does the COA include all tasks to be accomplished? Does it address the entire mission?
Distinguishable - Does the COA differ significantly from the other COAs?
Suitable - Does the COA accomplish the purpose and tasks? Does it comply with the commander’s guidance?
Factors/Considerations for Initial COA Development (Part of COA Dev)
Planners are responsible for ensuring each member of the MAGTF is assigned appropriate missions, battlespace, command relationships, and resources. The following factors should be considered when developing a course of action.
- Establish a Battlefield Framework - divide into AO (Deep, close, & rear) and Sustaining, shaping, and decisive actions. ID ME, SE, Reserve, & Security.
- Array initial forces
- Assign Purpose then task
- Task Organization - 2 levels down
- Integrate (arrange in terms of time, space, and purpose) the actions of all elements of the force.
- Determine Control Measures - ensure major subordinate commands have adequate battlespace and flexibility.
- Consider the Adversary
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COA Refinement (Part of COA Dev)
The COA refinement process takes place after the initial COAs have been reviewed by the commanding officer. Once the planning staff has received positive confirmation that they are within the operational intent of the commander they may then enter into COA refinement. These refined COAs will then be taken into the COA wargame.
The COA refinement process consists of developing and refining information organized into four basic products:
- COA graphic and narrative
- task organization
- synchronization matrix
- supporting concepts
COA Graphic and Narrative (1 of 4 products for a COA)
The COA graphic and narrative portray how the organization will accomplish the mission. Together, the graphic and narrative identify who (notional task organization), when, what (tasks), where, how, and why (intent). The COA graphic and narrative are essential and inseparable. Together, they help the commander, subordinate commanders, and the staffs understand the method by which the organization will accomplish its mission. During conventional operations, the graphic portrays the activities of the main and supporting efforts, critical maneuver control measures (such as objectives, boundaries, and phase lines), and fire support coordination measures. The narrative provides the purpose and tasks of the main and supporting efforts, the reserve, and the sequencing of the operation.
Task Organization (1 of 4 products for a COA)
The task organization captures how the commander intends to structure the force’s resources to accomplish the mission. It can also establish command and support relationships. Proper task organization ensures each unit is properly constructed, sized, and equipped to support the commander’s CONOPS.
Synchronization Matrix (1 of 4 Products for COA)
The synchronization matrix depicts the activities of the MAGTF and subordinate elements over time, and provides the commander with a snapshot of how units and tasks interrelate within all the elements of the MAGTF. It also displays the plan’s cohesion and provides detail that complements and amplifies the COA graphic and narrative.
The synchronization matrix is an extremely important product because it serves as both a working document and a source document. It is a working document in the sense that the OPT continues to populate and refine it throughout the planning process, and serves as the primary document from which to conduct the wargame. Similarly, the synchronization matrix is a source document because the OPT needs to continually refer back to it as the complexity of the COA expands.
The OPT uses the matrix as the basis for orders development, particularly Annex X (execution checklist).
Supporting Concepts (1 of 4 Products for COA)
The staff prepares supporting functional concepts for each COA to ensure actions are integrated and coordinated. Once the commander selects a COA, the supporting concepts provide the basis for such concepts as intelligence, fires, or logistics in the order or plan.
Commander’s Wargaming Guidance and Criteria
Here, the commander gives his guidance, expectations, and what criteria he plans on using when evaluating different COAs.
This is an important step and requires both the commander to give his guidance as well as the staff ample time to prepare the wargame.
The commander’s guidance may include which friendly COA’s he wants to see pitted against specific adversary COA’s. It may also include the style or technique he wishes his staff to utilize. If time is critical, he may specify specific events or times that he wants to see and task the planning element to focus only on those for the wargame.
A commander may say, “I am particularly concerned with the movement from “X to Y,” and “Speed is critical.” This lets the planners know that when conducting the wargame, the commander wants to see a specific movement and how it is conducted. The second phase lets the player acting as the friendly force know that he needs to utilize speed and time to maximize tempo when executing the wargame.
COA Dev Injects, Activities, & Results
COA Wargame
This is the third step in MCPP and allows planners to fight each course action against the proposed adversary. The wargame will provide a better understanding of the friendly capabilities and limitations with regards to enemy actions and reactions.
The purpose of wargaming is to improve the plan. It examines and refines the options in light of the enemy’s capabilities, potential action, and potential reactions. It also allows the commander and his staff to consider other factors peculiar to the operational environment, like population.
2 Types of Wargame
A formal wargame consists of a red cell, green cell, and friendly forces. It is conducted like a “game” with each element taking turns. The red cell can be a free thinking enemy or can have certain responses depending on previous enemy actions and experiences.
An informal wargame can be a simple “what if” conversation the commander has with his staff and subordinate commanders. Though not ideal, it can be conducted if time is extremely restricted and is better than no wargame.
COA Wargame Injects, Activities, & Results
COA Wargame Methods
- Belt Method
- Avenue-in-depth method
- Box Method
- Sequence of Essential Tasks
Belt Method
The belt method is conducted when events are expected to occur almost simultaneously. It is best utilized when the area of operations is broken down into well-defined cross-compartments or when the enemy is deployed in clearly defined echelons.
Avenue-in-depth Method
This method simply focuses on one avenue of approach at one time. It begins with the main effort. This method is best for offensive operations or when terrain inhibits mutual support.
Box Method
This method focuses on a specific or critical area on the battlefield, like a raid site, an objective, or a landing. It is best utilized when time is constrained and when the commander wants to focus on critical areas or events.
COA Comparison and Decision Injects, Activities, & Results
Orders Development Injects, Activities, & Results
Transition Injects, Activities, & Results
Outline of a synchronization matrix by warfighting function
MCOO Diagram
Adversary Template Example
Situation Template Example
Event Template Example
Event Matrix
The event matrix depicts the types of activity expected in each NAI, when the NAI is expected to be active, and any additional information to aid in collection planning.
Decision Support Template Example
Decision Support Matrix
The decision support matrix provides a recap of expected events, decision points, and planned friendly actions in a narrative form. It shows where and when a decision must be made if a specific action is to take place. It ties decision points to NAIs, TAIs, CCIRs, collection assets, and potential friendly response options. The decision support template and matrix may be refined as planning progresses after the wargame.
