Joint operation planning process

sound out public presentation pattern memberThe marijuana cig arette Operation devisening answer, or JOPP, hold ups readying at all take aims and for thrills crosswise the full range of military physical processs. This political programning process applies to both casualty think and lie. The JOPP is an orderly, analytical innovationning process that consists of a set of logical steps to crumble a com legation, mount, analyze, and compare substitute(a) COAs, or courses of treat, select the ruff COA, and produce a excogitation or order. look 1 Initiation. The articulation Operation homework butt or JOPP begins when the Pre lieunt, SecDef, or CJCS recognizes a cap sufficientness for military mental ability to be employed in receipt to a potential or unfeigned crisis and initiates conceptionning by deciding to rise military options. The GEF, JSCP, and related strategicalal guidance reconcilements serve as the primary guidance to begin mishap designi ngning. Military options usually are positive in combination with reprint nonmilitary options so that the President place respond with all the inhibit instruments of national power. Often in punk, the JFC and cater depart perform an assessment of the initiating directive to determine measure getable until mission execution, the authorized perspective of intelligence products and staff images, and different factors relevant to the peculiar(prenominal) grooming pip. trample 2 delegating abbreviation. The primary purpose of mission analysis is to regard the riddle and purpose of the carrying into action and issue appropriate guidance to look at the simpleness of the intend process. A primary consideration for a back up commanding officer during mission analysis is the national strategic end state -the broadly expressed political, military, economic, social, selective informational, and some other conditions that should exist after the conclusion of a cau sal agency or act. The primary inputs to mission analysis are the high headquarters think directive, other strategic guidance, the Joint Intelligence cookery of the working(a) Environment or JIPOE, and initial staff estimates. The primary products of mission analysis are a restated mission statement and the JFCs initial innovation statement, the Commanders Critical Information Requirements or CCIRs, and mean guidance. The figure below describes the light upon inputs and resulting outputs of mission analysis.Step 3 consort of body process (COA) Development. A COA consists of the sideline information what type of military action will find wherefore the action is needful (purpose) who will take the action when the action will begin where the action will occur and how the action will occur (method of recitation of lookouts). A legitimate COA will have the characteristics outlined in the figure below. Once a valid COA is developed, the staff converts the authorise COA into a CONOPS. COA determination will consist of quadruple primary activities COA cultivation, analysis and wargaming, comparison, and approval.Step 4 COA Analysis and fightgaming. The commander and staff analyze all(prenominal) tentative COA separately accord to the commanders guidance. COA analysis identifies advantages and disadvantages of each proposed friendly COA. Wargaming provides a subject matter for the commander and participants to analyze a tentative COA, improve their spirit of the available environment, and obtain insights that otherwise might not have occurred. found upon time available, the commander should wargame each tentative COA against the most probable and the most dicey enemy COAs.Step 5 COA Comparison. An objective process whereby COAs are considered on an individual basis of each other and guessd against a set of criteria that are established by the staff and commander. The remnant is to identify the strengths and weaknesses of COAs so that a COA with the highest probability of advantage can be selected or developed. The commander and staff develop and survey a list of important criteria, or governing factors, consider each COAs advantages and disadvantages, identify actions to overcome disadvantages, make final tests for feasibility and acceptability and reflect the relative merits of each.Step 6 COA Approval. The staff determines the best COA to recommend to the commander. The staff briefs the commander on the COA comparison and the analysis and wargaming results, including a check over of important reinforcement information. This briefing often takes the form of a commanders estimate. This information could include such factors as, the current status of the articulation baron the current JIPOE and assumptions used in COA discipline. The commander selects a COA or forms an alternate COA ground upon the staff recommendations. The nature of a potential adventure could make it thorny to determine a particular p roposition end state until the crisis actually occurs. In these cases, the JFC may choose to present dickens or more valid COAs for approval by higher authority. A single COA can accordingly be approved when the crisis occurs and specific bunch become clear.Step 7 be after or Order Development. The commander and staff, in collaboration with curb and supporting comp peerlessnts and organizations, expand the approved COA into a flesh outed formulate subroutine plan or OPORD by world-class growing an executable CONOPS, which understandably and presently expresses what the JFC intends to accomplish and how it will be done using available resources. It describes how the actions of the pronounce force components and supporting organizations will be integrated, synchronized, and phased to accomplish the mission, including potential branches and sequels. hazard planning will result in operation plan development, while CAP typically will lead without delay to OPORD development. translator planning initiation begins when the President, SecDef, or CJCS recognizes a potential for military capability to be employed in response to a potential or actual crisis. The primary purpose of the next step, mission analysis, is to understand the problem and purpose of the operation and issue appropriate guidance to drive the rest of the planning process. Next, planners must develop a COA to accomplish the mission. During course of action analysis and wargaming, the commander and staff analyze each COA separately according to the commanders guidance. COA analysis identifies advantages and disadvantages of each proposed friendly COA. Wargaming provides a means for the commander and participants to analyze the COA and improve understanding of the useable environment. During COA comparison, COAs are considered independently of each other and evaluated against a set of criteria, which are established by the staff and commander. The goal is to identify the strengths and wea knesses of COAs to select the COA with the highest probability of success. Next, the staff determines the best COA to recommend to the commander, which is normally presented in the form of a briefing for approval or set ahead guidance. Finally, the commander and staff, in collaboration with conquer and supporting components and organizations, expand the approved COA into a degreeed joint operation plan or OPORD by first developing an executable concept of trading trading operations, or CONOPS. The CONOPS clearly and concisely expresses what the JFC intends to accomplish and how it will be done using available resources. around often incident planning will result in operation plan development, while CAP typically will lead instantaneously to the development of an OPORD.Title Contingency PlanningA graphic is shown, which corrects the four levels of planning accompaniment 1) Commanders enter 2) Base Plan 3) CONPLAN 4) OPLAN. The following schoolbook is shown on the right of the screen in support of the storeyInitiated by publication of the Guidance for Employment of the Force (GEF) and the Joint Strategic Capabilities Plan (JSCP)Conducted during peacetimeDevelops plans for a broad range of contingenciesCompliments and supports other Department of demur (DOD) planning cpssFacilitates the transition to crisis action planning (CAP) join Contingency planning usually begins with the publication of a new GEF and JSCP. It is a peacetime process that develops plans for a broad range of contingencies with apportioned resources. Its performed in a continuous cycle that complements and supports other DOD planning cycles and facilitates the transition to crisis action planning, or CAP.Contingency planning is accomplished through four planning levels found on JOPES policies and guidance.Title Contingency Planning Levels meet On the left side of the screen is a graphic representing the the four levels of planning detail 1) Commanders envision 2) Base Plan 3) C ONPLAN 4) OPLAN. The following school school text is included as pop-up boxes to the twin(a) components of the graphicLevel 1 Planning Detail Commanders imageFocuses on producing a developed Course of save (COA)Provides the SecDef with military COAs to meet a potential contingencyReflects the back up commanders analysis of the various COAs potential contingencyLevel 2 Planning Detail Base PlanDescribes the CONOPS, major forces, concepts of support, and anticipated timelines for completing the missionNormally does not include annexes or a TPFDDLevel 3 Planning Detail CONPLANCONPLAN is an operation plan in an abbreviated formatRequires expansion and alteration to convert into OPLAN or OPORDIncludes a base plan with annexes, as required by the JFC and a support commanders estimate of the plans feasibilityProduces a TPFDD, if applicableLevel 4 Planning Detail OPLANOPLAN is a complete and exact joint plan with a full description of the CONOPS, all annexes applicable to the pl an, and a TPFDDIdentifies the specific forces, useful support, and resources required to execute the planCan be readily developed into an OPORD vocalism Contingency planning encompasses four levels of planning detail with an associated planning product for each level. Level 1 planning detail is the commanders estimate, which focuses on producing a developed COA. These military COAs enable the SecDef to meet a potential contingency. The objective of Level 2 planning detail is a base plan which describes the CONOPS, major forces, concepts of support, and the necessary timelines to complete the envisioned mission. This level normally does not include a detailed transportation practicable flow of resources into the household. In Level 3 planning detail, the concept plan or CONPLAN is formulated, which is an operations plan in an abbreviated format. It includes annexes as required by the JFC and the support commanders estimate of the plans overall feasibility. The CONPLAN may have a n associated time-phased force and deployment data, or TPFDD, if applicable. Finally, the objective of Level 4 planning detail is a fully-developed operation plan, or OPLAN, containing a complete and detailed joint plan with a full description of the CONOPS, all annexes required for the plan, and a TPFDD. The OPLAN identifies the specific forces, functional support, and resources required to execute the plan. The OPLAN can be quickly developed into an OPORD. performance The following text is shown to the right of the planning level detail graphicAn OPLAN is normally disposed(p) whenThe contingency is small to national bail and requires detailed prior planning.The magnitude or quantify of the contingency requires detailed planning.Detailed planning is required to support transnational planning.The feasibility of the plans CONOPS cannot be determined without detailed planning.Detailed planning is necessary to determine force deployment, employment, and sustainment requirements, det ermine available resources to fill identified requirements, and validate shortfalls.Voice Furthermore, an OPLAN is normally prepared under the following circumstances if the contingency is critical to national security and requires detailed planning the magnitude or timing of the contingency necessitates the planning detailed planning is required for a multinational planning campaign the feasibility of the CONOPS demands detailed planning or if a detailed effort is necessary to determine the levels of force deployment and sustainment.Title Crisis Action PlanningAction A serial of pictures representing Crisis Action Planning is presented on screen. The following text replaces the pictures when mentioned in the narrationContingency PlanningPlanning activities that occur in non-crisis situations relies heavily on assumptions and projectionsCrisis Action PlanningBased on facts and actual planning as a crisis unfoldsAction The series of pictures is brought back with additional images a dded to it and is now used as a background.Voice Because its difficult to predict where and when a crisis will occur, planners must be able to rapidly respond to problems as they arise. Unlike contingency planning, which prepares plans in farsightedness of future events, crisis action planning allows planners to respond to situations based on circumstances that exist at the time of planning. Crisis action planning procedures parallel contingency planning, but are more flexible and responsive to changing events. In time-sensitive situations, the JPEC follows formally established CAP procedures to adjust and implement previously prepared contingency plans by converting them into OPORDs or to fully develop and execute OPORDs where no useful contingency plan exists.Title Crisis Action Planning ActivitiesAction In the background is a graphic representing the activities associated with crisis action planning. When mentioned in the narration, the synonymous parts are highlighted.The grap hic shows a graphic label Event, directly under a box labeled Situational Awareness. Boxes continue in cardinal rows, showing a linear sequence connected by arrows in a zigzag pattern. An arrow labeled OPREP-3 PCA points from Situational Awareness to Decision. An arrow cover by a document labeled Warning Order points to COA Development. An arrow labeled Commanders Estimate points from COA Development to COA woof. An arrow covered by a document labeled Planning or Alert Order points from COA Selection to Detailed Planning. An arrow labeled trading operations Order points from Detailed Planning to Plan Approval. An arrow covered by a document labeled Execute Order points from Plan Approval to capital punishment.Graphic bands at the put across divide the graphic into trine portions. Situational Awareness stretches across the entire screen, perdurable throughout the process. Planning covers COA Development, COA Selection, Detailed Planning, Plan Approval, and Execution and the intermediary products. devil arrows across the bottom, labeled Prepare to Deploy Order and Deployment Order, extend across the same region as the Planning band. A band labeled Execution extends from near the end of Plan Approval through the Execution activity.Voice CAP activities are similar to contingency planning activities however, CAP is based on dynamic, real-world conditions rather than assumptions. CAP procedures provide for the rapid and stiff exchange of information and analysis, the timely provision of military COAs for consideration by the President or SecDef, and the prompt transmission of their decisions to the JPEC. The exact flow of the procedures is more often than not determined by the time available to complete the planning and by the significance of the crisis. The following steps summarize the activities and interaction that occur during CAP.When the President, SecDef, or CJCS decide to develop military options, the CJCS issues a planning directive to the JPE C initiating the development of COAs. Next, a WARNORD is issued that describes the situation, establishes command relationships, and identifies the mission and any planning constraints. In response to the WARNORD, the supported commander, in collaboration with subordinate and supporting commanders and the rest of the JPEC, reviews animated joint OPLANs for applicability and develops, analyzes, and compares COAs. Next, the feasibility that existing OPLANs can be modify to fit the specific situation is determined. The CJCS then reviews and evaluates the supported commanders estimate and recommends a COA selection. On receiving the decision of the President or SecDef, the CJCS issues an Alert Order to the JPEC to annunciate the decision. The supported commander then develops the OPORD and supporting TPFDD using the approved COA. The supported commander then submits the end OPORD for approval to the SecDef or President via the CJCS. Finally, in CAP, plan development continues after the President or SecDef decides to execute the OPORD or to return to the pre-crisis situation.Title turn on PlanningAction The following type slug point list and quote from Joint Publication 5-0 are shown on screen, along with a picture representing bunk planning, in support of the narrationMay begin during contingency planning and continue through CAPPrimary way battler commanders come upon unity of effort and guide planning of joint operationsOperationalize belligerent commander mansion and functional strategies and integrate steady-state-activities, including current operations and security cooperation activitiesRequire the broadest strategic concepts of operation and sustainment for achieving multinational, national, and theater-strategic objectivesA campaign plan describes how a series of joint major operations are arranged in time, quadruplet, and purpose to reach out strategic and practicable objectives. Joint Pub 5-0Voice It is important to raze how campaign plan ning relates to the two categories of joint operation planning. Joint operation planning and planning for a campaign are not separate planning types or processes. Campaign planning may begin during contingency planning and continue through CAP, thus unifying the entire process.A campaign plan describes how a series of joint major operations are arranged in time, space, and purpose to grasp strategic and available objectives. Campaign planning is a primary means by which combatant commanders arrange for strategic unity of effort and through which they guide the planning of joint operations within their theater. Campaign plans usableize combatant commander theater and functional strategies and integrate steady-state-activities, including current operations as hale as security cooperation activities. They require the broadest strategic concepts of operation and sustainment for achieving multinational, national, and theater-strategic objectives.Title Types of CampaignsAction Backg round image shows combatant command AOR map of the world. The following text is shown to support of the narrationGlobal Campaign Encompasses strategic objectives on three-fold AORs. More than one supported GCC possible and competing requirements for transportation, ISR assets, and specialized units and equipment. The Global War on Terrorism is an example of a global campaign.Theater Campaign Focuses on activities of a supported combatant commander. Accomplishes strategic or ope pass judgment(a) objectives within a theater of war or theater of operations. operations DESERT SHIELD and DESERT STORM comprised a theater campaign in the 1990-91 Persian Gulf Conflict. quash Campaign Describes the actions of a subordinate JFC, which accomplish (or contribute to the accomplishment of) strategic or operational objectives in support of a global or theater campaign. Subordinate JFCs develop subordinate campaign plansVoice There are three command types of campaigns, which differ generally i n scope. A global campaign is one that requires the accomplishment of strategic objectives in joint operations in sixfold areas of responsibility ,or AORs. In this case, there could be more than one supported geographic combatant commander, or GCC. Planners must be aware of competing requirements for potentially scarce strategic resources, such as transportation and ISR assets, as well as specialized and unique units and equipment, such as special operations and tankers. Global campaigns will often establish the strategic and operational manikin within which theater and subordinate campaigns are developed. The Global War on Terrorism is an example of a campaign that spans all AORs.A theater campaign encompasses the activities of a supported combatant commander. It accomplishes strategic or operational objectives within a theater of war or theater of operations, in the main within the supported commanders AOR. An OPLAN for a theater campaign is the operational annex of a commande rs theater strategy, and translates theater strategic concepts into unified action. Adjacent combatant commanders may conduct supporting operations, within the AOR of the supported commander or within their own AORs, under the overall direction of the supported commander. Operations DESERT SHIELD and DESERT STORM comprised a theater campaign in the 1990-91 Persian Gulf Conflict.A subordinate campaign describes the actions of a subordinate JFC, which accomplish, or contribute to the accomplishment of, strategic or operational objectives in support of a global or theater campaign. Subordinate JFCs develop subordinate campaign plans, if their assigned missions require military operations of substantial size, complexity, and duration and cannot be accomplished within the framework of a single major joint operation. Subordinate campaign plans should be conformable with the strategic and operational guidance and direction developed by the supported JFC.Title Campaign Plan DesignAction A collage of images representing Campaign Planning are shown on screen. The following text is shown in support of the narrationMostly art, not science-no best way to develop campaign plansRequires cerebration creatively to make best use of resources to fall upon objectivesInvolves Operational Art-the employment of military forces to attain strategic and/or operational objectives through the design, organization, integration, and conduct of strategies, campaigns, major operations, and battlesVoice Campaign planning is comparatively unstructured compared to contingency and crisis action planning. Campaign planning is mostly an art, not a science there is no set recipe or best way to develop a campaign plan. It requires a entire knowledge of enemy and friendly capabilities, forces, and tactics, as well as out-of-the-box thinking and creativity in order to make the best use of resources to achieve the desired objectives.Because campaign planning is mostly art, it is inextricably linked with operational art, most notably in the design of the operational concept for the campaign. Operational art refers to the employment of military forces to attain strategic and/or operational objectives through the design, organization, integration, and conduct of strategies, campaigns, major operations, and battles. This is primarily an intellectual exercise based on experience and judgment.Action A draw is show to represent the three key elements of operational design in the following narration. The diagram shows understand the strategic guidance, bracketing the first and second levels of the diagram, which are national strategic objectives with conditions (effects) branched underneath next level is identify critical factors which brackets level three in the diagram, centers of gravity finally, develop an operational concept is the finis section bracketing actions under the centers of gravity boxes.Voice There are three key elements of operational design. First, planners must understand the strategic guidance from the civilian leadership. This involves determining what the desired end state is and what has to be accomplished militarily to get there. Once planners understand what military conditions must exist to achieve strategic objectives, they must determine how to effect those conditions. The key to this is identifying the adversarys critical factors-their strengths and points of vulnerability, called Centers of gravity (COGs). Finally, the planner must develop an operational concept, which describes the sequence of actions and the application of forces and capabilities necessary to neutralize or destroy the enemys COGs.Title Joint picnic EstimateAction On the right of the screen, operational demarcationpower images are shown. The following text and footer are shown on the left of the screen in support of the narrationCulminates with the production of the Joint assembly line and Space Operations Plan (JAOP)May be employed to support deliberate and crisis action planningThe Joint occupation and Space Operations Plan (JAOP) guides the employment of shine and space capabilities and forces from joint force components to accomplish the missions assigned by the Joint Force Commander (JFC)Voice Weve discussed joint operation planning in a very general sense, but how does the Joint Force business particle Commander (JFACC) fulfill his specific responsibility to develop the air and space portion of the Joint Force Commanders (JFCs) campaign plan?The Joint Air Estimate Process is a six-phase process that culminates with the production of the Joint Air and Space Operations Plan (JAOP). The JAOP is the JFACCs plan for integrating and organize joint air and space operations. It guides the employment of air and space capabilities and forces from joint force components to accomplish the missions assigned by the JFC. A Joint Air Estimate Process may be employed during contingency planning to produce JAOPs that support Operation Plans (O PLANs) or Concept Plans (CONPLANs). It may to a fault be used during crisis action planning in concert with other theater operation planning.Title Joint Air Estimate ProcessAction The following text is shown in support of the narration rush AnalysisJoint Intelligence Preparation of the Operational Environment (JIPOE) is initiated JFCs mission and guidance analyzedSituation and Course of Action DevelopmentJIPOE slap-up Friendly and adversary COGs are analyzed to assist in COA preparationCourse of Action AnalysisAdvantages and disadvantages of each COA are identifiedCourse of Action ComparisonCOAs are compared to predetermined criteria to identify best employment optionsCourse of Action SelectionStaff briefs recommended COA to JFACCJoint Air Space Operations Plan (JAOP) DevelopmentSelected COA developed into JAOPAction A link to Joint Publication 3-30 is provided at the bottom of the page. Each of the forward text above are linked to the following pop-up textMission AnalysisMission analysis is critical to ensure thorough understanding of the task and subsequent planning. It results in the Joint Force Air Component Commanders (JFACCs) mission statement that includes the who, what, when, where and why for the joint air operation. Anticipation, prior preparation, and a trained staff are critical to a timely mission analysis. Staff estimates generated during mission analysis are continually revisited and updated during the course of planning and execution.Situation and Course of Action (COA) DevelopmentThe first two tasks of situation and course of action (COA) development are expanding and refining the initial JIPOE completed in Phase I and COG analysis. Expanded JIPOE is essential to developing and analyzing both enemy and friendly COGs. This is especially critical for air and space planning given the perspective and scope of air and space operations. The trio task is the development of friendly COAs. Air and space planners develop alternative COAs by varying the ends, ways, means, and risks. The operational objectives normally fill the what guidance for COA development the supporting tactical objectives, effects, and tasks help define the how for planners. Once planners define the objectives and supporting effects, they further refine potential air and space COAs based on the priority, sequence, phasing, weight of effort, matched resources, and assessment criteria. The result of COA development is a minimum of two valid COAs or a single valid COA with significant branches or sequels. The final step is a risk analysis of the COA in term of both operations and combat supportCourse of Action (COA) AnalysisCOA analysis involves wargaming each COA against the adversarys most likely and most dangerous COAs. Wargaming is a recorded what if session of actions and reactions designed to visualize the flow of the battle and evaluate each friendly COA. Wargaming is a valuable step in the estimate process because it stimulates ideas and provides in sights that might not otherwise be discovered.Course of Action (COA) ComparisonComparing the COAs against predetermined criteria provides an analytical method to identify the best employment options for air forces/capabilities. This begins with the JFACC staff comparing the proposed COAs and identifying the strengths, weaknesses, advantages and disadvantages of each. This is often followed by rating each COA based upon the established criteria.Course of Action (COA) SelectionCOA selection begins when the staff presents their recommended COA (usually in the form of a briefing) to the JFACC. This briefing includes a analysis of the estimate process that led to the recommended COA. Based on the amount of JFACC elaborateness throughout the planning process and the degree of parallel planning the commander accomplishes, COA selection will vary from choosing among alternatives to direct approval of the staff-recommended COA.Joint Air Operations Plan (JAOP) DevelopmentThe JAOP details ho w the joint air effort will support the JFCs overall Operation Plan (OPLAN). The JAOP accomplishes the following integrates the efforts of joint air and space capabilities and forces identifies objectives and tasks identifies measures or indicators of success accounts for current and potential adversary COAs synchronizes the phasing of air and space operations with the JFCs plan indicates what air and space capabilities and forces are required to achieve the objectives.Voice While the phases of the Joint Air Estimate process are presented in sequential order, work on them can be either concurrent or sequential. The phases are integrated and the products of each phase are checked and verified for coherence.The Process begins with Mission Analysis. This first phase incorporates a