Joint operation planning process

Joint public presentation intend processThe Joint Operation training Process, or JOPP, alivenesss seening at every plump(predicate) levels and for charges cross focuss the full ambit of war machine trading routines. This mean process applies to both contingency supplying and CAP. The JOPP is an orderly, analytical cookery process that consists of a set of logical beats to analyze a mission, develop, analyze, and comp be alternative COAs, or courses of challenge, tell apart the best COA, and produce a plan or order.Step 1 Initiation. The Joint Operation intend Process or JOPP let downs when the electric ch send out, SecDef, or CJCS recognizes a capableness for armed services capability to be apply in response to a emf or real crisis and initiates planning by deciding to develop military options. The GEF, JSCP, and related strategic guidance statements deal as the primary guidance to begin contingency planning. Military options normally are developed in comb ination with other nonmilitary options so that the President can suffice with all the appropriate instruments of guinea pig power. Often in CAP, the JFC and supply impart per motley an estimate of the initiating directive to determine time lendable until mission execution, the current status of intelligence products and module estimates, and other factors relevant to the specific planning situation.Step 2 Mission Analysis. The primary purpose of mission analysis is to go with the problem and purpose of the operation and issue appropriate guidance to drive the rest of the planning process. A primary consideration for a halt commander during mission analysis is the national strategic end state -the broadly expressed political, military, economic, social, informational, and other conditions that should exist after the conclusion of a foot race or operation. The primary inputs to mission analysis are the higher headquarters planning directive, other strategic guidance, the Jo int Intelligence Preparation of the usable Environment or JIPOE, and initial staff estimates. The primary products of mission analysis are a restated mission statement and the JFCs initial intent statement, the Commanders Critical development Requirements or CCIRs, and planning guidance. The figure below describes the key inputs and resolvinging outputs of mission analysis.Step 3 drift of work (COA) increment. A COA consists of the spare-time activity information what type of military action will overhaul why the action is mandatory (purpose) who will take the action when the action will begin where the action will occur and how the action will occur (method of employment of forces). A valid COA will have the characteristics outlined in the figure below. Once a valid COA is developed, the staff converts the approve COA into a CONOPS. COA determination will consist of quad primary activities COA development, analysis and wargaming, comparison, and approval.Step 4 COA Analy sis and Wargaming. The commander and staff analyze individually tentative 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 a tentative COA, rectify their understanding of the operating(a) environment, and obtain insights that otherwise might not have occurred. Based upon time available, the commander should wargame each tentative COA against the most probable and the most dangerous rival COAs.Step 5 COA Comparison. An objective process whereby COAs are considered independently of each other and evaluated against a set of criteria that are devoteed by the staff and commander. The remainder is to key out the strengths and weaknesses of COAs so that a COA with the highest probability of success can be selected or developed. The commander and staff develop and evaluate a list of classical criteria, or governing factors, c onsider each COAs advantages and disadvantages, identify actions to overcome disadvantages, make final tests for feasibility and acceptability and weigh 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 contributes, including a review of important encouraging information. This briefing often takes the form of a commanders estimate. This information could include much(prenominal) factors as, the current status of the joint force the current JIPOE and assumptions used in COA development. The commander selects a COA or forms an append COA based upon the staff recommendations. The nature of a potential contingency could make it difficult to determine a specific end state until the crisis actually occurs. In these cases, the JFC may choose to present two or more valid COAs for approval by higher authority. A single COA can then be approv ed when the crisis occurs and specific circumstances become clear.Step 7 fancy or Order Development. The commander and staff, in collaboration with master and supporting components and organizations, unfold the approved COA into a detailed joint operation plan or OPORD by start developing an executable CONOPS, which clearly and concisely expresses what the JFC intends to accomplish and how it will be done using available resources. It describes how the actions of the joint force components and supporting organizations will be containd, synchronized, and phased to accomplish the mission, including potential branches and sequels. Contingency planning will result in operation plan development, while CAP typically will lead directly to OPORD development.Voice 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 functional 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 weaknesses 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 further guidance. F inally, the commander and staff, in collaboration with subordinate and supporting components and organizations, expand the approved COA into a detailed joint operation plan or OPORD by first developing an executable innovation of operations, or CONOPS. The CONOPS clearly and concisely expresses what the JFC intends to accomplish and how it will be done using available resources. Most often contingency planning will result in operation plan development, while CAP typically will lead directly to the development of an OPORD.Title Contingency PlanningA intense is shown, which represents the four levels of planning detail 1) Commanders Estimate 2) Base Plan 3) CONPLAN 4) OPLAN. The following text is shown on the right of the screen in support of the narrationInitiated 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 De partment of Defense (DOD) planning cyclesFacilitates the transition to crisis action planning (CAP)Voice 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 based on JOPES policies and guidance.Title Contingency Planning take aimsAction On the go forth side of the screen is a graphic representing the the four levels of planning detail 1) Commanders Estimate 2) Base Plan 3) CONPLAN 4) OPLAN. The following text is included as pop-up boxes to the matching components of the graphicLevel 1 Planning fact Commanders EstimateFocuses on producing a developed Course of Action (COA)Provides the SecDef with military COAs to meet a potent ial contingencyReflects the supported commanders analysis of the various COAs potential contingencyLevel 2 Planning point in time 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 supported commanders estimate of the plans feasibilityProduces a TPFDD, if applicableLevel 4 Planning Detail OPLANOPLAN is a complete and detailed joint plan with a full description of the CONOPS, all annexes applicable to the plan, and a TPFDDIdentifies the specific forces, functional support, and resources required to track down the planCan be quickly developed into an OPORDVoice 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 transit feasible flow of resources into the sphere. 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 supported commanders estimate of the plans overall feasibility. The CONPLAN may have an 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 make out the plan. The OPLAN can be quickly developed into an OPORD.Action The following text is shown to the right of the planning level detail graphicAn OPLAN is normally fain whenThe contingency is comminuted to national security and requires detailed prior planning.The magnitude or timing of the contingency requires detailed planning.Detailed planning is required to support multinational 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, determine available resources to fill set 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 effort 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 series 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 added 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 anticipation of future events, crisis action p lanning 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 reactive 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 equivalent parts are highlighted.The graphic shows a graphic labeled Event, directly under a box labeled Situational Awareness. Boxes continue in two rows, screening a linear sequence connected by arrows in a zigzag pattern. An arrow labeled OPREP-3 PCA points from Situational Awareness to Decision. An arrow covered by a docume nt labeled Warning Order points to COA Development. An arrow labeled Commanders Estimate points from COA Development to COA Selection. An arrow covered by a document labeled Planning or Alert Order points from COA Selection to Detailed Planning. An arrow labeled Operations Order points from Detailed Planning to Plan Approval. An arrow covered by a document labeled Execute Order points from Plan Approval to achievement.Graphic bands at the top divide the graphic into three portions. Situational Awareness stretches across the entire screen, lasting end-to-end the process. Planning covers COA Development, COA Selection, Detailed Planning, Plan Approval, and Execution and the intermediary products. Two arrows across the bottom, labeled Prepare to Deploy Order and Deployment Order, channel 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 planni ng activities however, CAP is based on dynamic, real-world conditions rather than assumptions. CAP procedures provide for the rapid and effective supersede of information and analysis, the timely preparation 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 largely 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 JPEC 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 JPE C, reviews existing joint OPLANs for applicability and develops, analyzes, and compares COAs. Next, the feasibility that existing OPLANs can be modified to fit the specific situation is determined. The CJCS then reviews and evaluates the supported commanders estimate and recommends a COA choice. On receiving the decision of the President or SecDef, the CJCS issues an Alert Order to the JPEC to announce the decision. The supported commander then develops the OPORD and supporting TPFDD using the approved COA. The supported commander then submits the completed 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 Campaign PlanningAction The following bullet point list and quote from Joint Publication 5-0 are shown on screen, along with a picture representing campaign planning, in support of the narrationMay begin during contingency planning and continue through CAPPrimary panache champion commanders achieve unity of effort and guide planning of joint operationsOperationalize battler commander force field 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 coherent in time, space, and purpose to achieve strategic and operational objectives. Joint Pub 5-0Voice It is important to note how campaign planning 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 majo r operations are decorated in time, space, and purpose to achieve strategic and operational 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 operationalize combatant commander theater and functional strategies and integrate steady-state-activities, including current operations as well 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 Background image shows combatant command AOR map of the world. The following text is shown to support of the narrationGlobal Campaign Encompasses strategic objectives on multiple AORs. More than one supported GCC affirmable and competing requirements for transportation, ISR assets, and specialized units and equipment. The Glob al War on Terrorism is an example of a global campaign.Theater Campaign Focuses on activities of a supported combatant commander. Accomplishes strategic or operational objectives within a theater of war or theater of operations. Operations abandon SHIELD and DESERT STORM comprised a theater campaign in the 1990-91 Persian Gulf Conflict. range 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 general types of campaigns, which differ generally in scope. A global campaign is one that requires the accomplishment of strategic objectives in joint operations in multiple 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 framework 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, primarily within the supported commanders AOR. An OPLAN for a theater campaign is the operational extension of a commanders 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 thea ter 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 consistent 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 thinking creatively to make best use of resources to achieve objectivesInvolves Operational Art-the employment of military forces to scor e strategic and/or operational objectives through the design, organization, integration, and conduct of strategies, campaigns, major operations, and battlesVoice Campaign planning is relatively 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 thorough knowledge of foeman 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 a n 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 last 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 ascertain 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 i dentifying 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 repose the enemys COGs.Title Joint airwave EstimateAction On the right of the screen, operational airpower 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 ship and outer space Operations Plan (JAOP)May be employed to support ponder and crisis action planningThe Joint Air and Space Operations Plan (JAOP) guides the employment of air 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 Air Component Commander (J FACC) 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 coordinating 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 (OPLANs) or Concept Plans (CONPLANs). It may also 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 narrationMission AnalysisJoint Intelligence Preparation of the Operational Environment (JIPOE) is initiated JFCs mission and guidance analyzedSituatio n and Course of Action DevelopmentJIPOE refined 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 bold text in a higher place 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 ge nerated 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 substantial 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 terce 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 terms of both operations and combat supportCourse of Action (COA) AnalysisCOA analysis involves wargaming each COA against the adversarys most apparent 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 insights 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 disadvantage s 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 summary of the estimate process that led to the recommended COA. Based on the amount of JFACC involvement 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 how 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 w ith the JFCs plan indicates what air and space capabilities and forces are required to achieve the objectives.Voice magic spell 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