In the operational environment, this might be the most important analysis the leader conducts and is likely to yield the most useful information to the leader. To determine how to maximize the effects of combat power while protecting friendly forces and minimizing collateral damage. He determines how the weather will affect the visibility, mobility, and survivability of his unit and that of the enemy. Leaders conclude their mission analyses by restating their missions. This is not for analysis, but to show subordinates the details of the anticipated enemy COA. He need not wait for a complete OPORD before starting to develop his own tentative plan. If time permits, the leader might be able to conduct a pattern analysis of the enemy's actions to predict future actions. Leaders must identify and understand tasks required to accomplish a given mission. They identify their headquarters tasks and purposes as well as their own contributions to this fight. Fratricide is an example of an accident risk. Conclusions include at least the following : Obstacles Strong winds and wind turbulence limit airborne, air assault, and aviation operations. area of operation as well as the doctrinal requirements for each specified task might reveal the implied tasks. This judgment call is unique to the specific METT-TC conditions the leader faces. Most importantly, as events occur, he must adjust the time available to him and assess its impact on what he wants to accomplish. Terrain and weather are the most important aspects. We informed the battle captain of our weather forecaster's concerns of flying the mission. Determine where events will occur that differentiate between EN COAs (these become NAIs) 4. Do not discuss this assignment or your answers with anyone other than a Department of Distance Education (DDE) instructor or your academic advisor A-101. The concept of the operation is a framework to assist leaders, not a script. He compares their COA with the enemy's most probable COA. Leaders must understand impact of their actionsas well as their subordinates actionson the civilian population, and effects they will have on current and future operations. A-56. By defining organizations within the community, leaders can understand what groups have power and influence over their own smaller communities and what groups can assist our forces. The COA statement details how the unit's operation supports the next higher leader's operation, the decisive point and why it is decisive, the form of maneuver or type of defensive mission, and operational framework. The three types of tasks are specified, implied, and essential. The unit's decisive operation always focuses at the decisive point, and always accomplishes the unit's purpose. It is beneficial for flight crews to know the area's weather trends. to convey the operation in a doctrinal context. A-53. Civil considerations are important when conducting operations against terrorist or insurgent forces in urban areas. Visualizing a valid decisive point is how the leader determines how to achieve success and accomplish his purpose. 3. Study with Quizlet and memorize flashcards containing terms fancy Study by Action statement, Classes of Action Sketch, COA statment and sketch additionally see. They must assess if the new information affects their missions and plans. The leader also determines the capabilities of the next higher enemy element. How do our forces build national will in our area of operations? It is a conclusion, usually arrived at after enemy analysis and COA development, rather than an observation: A-48. This terrain generally allows wide maneuver and offers unlimited travel over well-developed road networks. How will existing obstacles and restricted terrain affect the enemy? We boarded our aircraft, started the engines and positioned ourselves at the passenger terminal to pick up our first passengers for the evening. Array initial forces. Visibility Leaders find their units' purposes in the concepts of the operation in the immediate higher headquarters OPORDs. A-64. This time we were lucky, we arrived without having to use the emergency GPS approach. When possible, the observer conducts a ground reconnaissance from both enemy and friendly perspectives. A-66. -Form of maneuver or type of defensive operation. What lateral routes could the enemy use to threaten our flanks? A-108. A-98. He includes the requirements of indirect fire to support the maneuver. A-79. The area of interest includes threat forces or other elements characterizing the operational environment and greatly influencing the accomplishment of the mission. Although the battle captain knew the environmental conditions, he told us we had legal weather and expected us to accomplish the mission. From this analysis, he might be able to determine patterns in the enemy's employment or troops and equipment. Current activities, capabilities, and limitations are some of the information necessary to build situational understanding. The first example, which describes the process in detail, is a continuation of the exercise design . Notes COA statement must clearly portray how the unit It is also why he must clearly explain his intent to his subordinates. Identify friendly strengths to exploit the enemy weakness. The purpose of this step is to compare the combat power of friendly and enemy forces. They influence and interact with the populace, force, and each other. Other critical conditions to consider include visibility and weather data, and events such as higher headquarters tasks and required rehearsals. What additional assets are required to accomplish the mission? We stopped our climb at a base altitude of 3,000 feet and returned to the airfield. However, the weather forecaster at our station did not agree with that assessment. What (the unit's essential task and type of operation). Implied Tasks. This event made me realize the importance of instrument meteorological conditions training and proper crew coordination. These attributes may pertain to the accomplishment of the unit purpose, the use of terrain, the destruction of the enemy or other aspect of the operation he believes is important. Factors to consider include political boundaries, locations of government centers, by-type enclaves, special regions such as mining or agricultural, trade routes, and possible settlement sites. One technique is to parallel the TLP based on the products received from higher. "Send two Soldiers to assist in the loading of ammunition. Definition. For example, a breach requires an assault element, support element, breach element, security element, and possibly a reserve. The memory aid the higher headquarters may use to analyze and describe these civil considerations is ASCOPE. A-124. Questions Specified tasks are specifically assigned to a unit by a higher headquarters and are found throughout the OPORD. Leaders at every echelon must understand the mission, intent, and operational concept one and two levels higher. The COA covers the operational factors of who, what, when, where, and how, and must show from start to finish how the unit will accomplish the mission. This characteristic addresses terrain analysis from a civilian perspective. A-39. The population within a prescribed area of operation comprises several different groups, both ethnically and politically. What would you have done in our situation? Analyze Relative Combat Power Where will the enemy establish firing lines or support by fire positions? Leaders must continually improve their situational understanding The leader should focus his efforts to develop at least one well-synchronized COA; if time permits, he should develop several. Heavy precipitation can reduce the quality of supplies in storage. Research the weather reports and gain the knowledge you need. Swamps and rugged ground are two examples of restricted terrain for Infantry forces. Many Eastern cultures rely upon religious organizations as their centers of power and influence, whereas Western culture's power comes from political institutions by elected officials. COA analysis allows the leader to synchronize his assets, identify potential hazards, and develop a better understanding of the upcoming operation. Is this terrain also important to the enemy? It was about a 20-minute flight and as we got closer, the dust storm worsened. Reinforcing obstacles are constructed, emplaced, or detonated by military force . What we had was conflicting weather briefs from reliable sources. For decisive operations, since the purposes are the same (nested concept) the essential task also accomplishes the higher headquarters purpose. The sketch provides a picture of the maneuver aspects of the concept. Additionally, they apply these conclusions when they develop COA for both enemy forces and their units. Therefore, a secondary product of analysis of troops and support available should be an answer to the question:, how do I get help? Visual Aids Order Description . He conducts mission analysis to help him start developing his vision, and to confirm what he must do to accomplish his mission. For example, if the specified task is "Seize Objective Fox," and new intelligence has OBJ FOX surrounded by reinforcing obstacles, this intelligence would drive the implied task of "Breach reinforcing obstacles vicinity Objective Fox.". A description of the weather we had encountered earlier added credence to our discussions with the battle captain. Goal is to develop COAs for every feasible ECOA; however, the commander usually limits that option with his guidance. Area of interest. They must understand why their leaders one level up assigned their unit's particular purposes. Near the ground, high winds increase turbulence and may inhibit maneuver. Following these or similar guidelines will result in a higher mission accomplishment rate, a lower weather-related mishap rate and a better image of aviation professionalism. Once he briefs the enemy analysis to his subordinates, he must ensure they understand differences between what he knows, what he suspects, and what he just templates (estimates). A-59. If so, then they must decide how to adjust their plans to meet these new situations. At the hangar, the crews continued loading the utility vehicles with necessary supplies and equipment for the mission. Existing obstacles, natural include rivers; forests; mountains; ravines; gaps and ditches more than three meters wide; tree stumps and large rocks more than 18 inches high; forests with trees eight inches or more in diameter, with less than four meters between trees. Battle, support by fire, and assault by fire positions. This process is designed to facilitate the decision-making process. He also identifies positions where artillery observers can call for indirect fire. Likewise, he must understand enemy doctrinal objectives. This fact forces leaders to determine how to get assistance when the situation exceeds their capabilities. ATP 2-01.3 for more information. Commanders should limit their CCIRs to essential information. I kept an eye on the dust cloud and the instrument panel at the same time, which wasn't a good idea because I soon became disoriented. He does this analysis through war gaming or "fighting" the COA against at least one enemy COA. NSF requires a biographical sketch for each individual identified as senior personnel. Leaders must understand assumption the battalion (S-2 uses to portray the enemy's COA. The CCIRs identify and filter information needed by leaders to support their vision and to make critical decisions, especially to determine or validate COA. FRAGORDs. War gaming is the process of determining "what if?" Our visibility was rapidly deteriorating and, to make matters worse, we had only a single light source in the distance to determine our visibility. How will this affect friendly and enemy target acquisition? How will each avenue support movement techniques, formations and, once we make enemy contact, maneuver? Course of Move statement. A-49. Areas Leaders who analyze the ethnic dynamics of their area of operation can best apply combat power, shape maneuver with information related capabilities, and ultimately find the common denominator all ethnic varieties have in common and focus unit efforts at it. Some situations have no decisive terrain. He might do it personally, by map, or with his subordinate units, or he can use the assets and information provided by the battalion reconnaissance platoon. Some temperature considerations include: A-65. Figure C-1 shows an example of the COA sketch and text (COA statement) that go with the OPFOR countertasks listed above. Will the sun rise behind my attack or in my eyes? A-120. Suitable. COA analysis (war gaming) brings together friendly and enemy forces on the actual terrain to visualize how the operation will unfold. As suggested by Davis in [3], interacting with a software program should feel natural, informal, He determines the specific quantity of squads, weapons (by type), and fire support necessary to accomplish each task against the enemy array of forces. He allocates resources required for the decisive operation's success first and determines the resources needed for shaping operations in descending order of importance. He can obtain this information by translating percentages given from higher headquarters to the actual numbers in each enemy element or from information provided the COP. Leaders use tactical mission task graphics and control measures (Refer to ADRP 1-02 for more information.) Assumptions The leader, based on his initial analysis of METT-TC, his situational awareness, his vision, and insight into how such factors can affect the unit's mission, should visualize where, when, and how his unit's ability to generate combat power (firepower, protection, maneuver, leadership, and information) can overwhelm the enemy's abilities to generate combat power. All work must be your own. A-83. The problem statement generated during problem framing communicates the commander's understanding of the problem or problem set upon which the organization will act. Consideration of the weather's effects is an essential part of the leader's mission analysis. A-44. I headed to the hangar to check on my assigned aircraft for the day and then to the tactical command post (TOC) to check the mission profile. Flexibility built into the plan by gaining insights into possible branches to the basic plan. How obvious are these positions to the enemy? COA analysis begins with both friendly and enemy COA and, using a method of action-reaction-counteraction war game, results in a synchronized friendly plan, identified strengths and weaknesses, and updated risk assessment. These effects translate directly into conclusions applying to friendly or enemy COA. Will wind speed and direction favor enemy use of obscurants? If I must support a breach, where is the expected breach site and where will the enemy be overwatching the obstacle? Will temperatures and humidity favor the use of nonpersistent chemical, biological, radiological and nuclear? Leaders also answer these questions: A-84. An example of a basic COA sketch is shown in Figure 1-1. Leaders who identify the economic production base of their area of operation can execute civil-military campaigns within their area of operation bolstering the economic welfare of the people. What is the composition of the enemy's reinforcing obstacles? Write your commanders intent to address key tasks or conditions that must be met to achieve the stated purpose and end state. Operations/actions consist of numerous activities, events, and tasks. The first three steps of COA development provide the bulk of the COA statement. An area of interest is a geographical area, usually larger than the leader's area of operation. They could have a hard time maintaining optimum speed, moving in some types of combat formations, or transitioning from one formation to another. In doctrinal terms, he asksIs the enemy oriented on the terrain, example, a reconnaissance force, his own force (assault force, terrorists, or insurgent forces), civilian forces or critical infrastructure (terrorist or insurgent forces, sabotage), or other supporting or adjacent friendly forces (as in a disruption zone)? He determines the disposition of the next two higher enemy elements. Assigning areas of operations to subordinates lets the subordinates use their initiative and supports decentralized execution. A-81. To anticipate events within the area of operations. A-37. Although EEFIs are not part of the CCIRs, they still become priorities when the leader states them. Friendly forces information requirements include information leaders need to know about their units or about adjacent units to make critical decisions. They need not analyze METT-TC in a particular order. Just because the report you receive says you have legal weather, don't always assume it is accurate. During the first step of COA development, analyzing relative combat power, leaders compare and contrast friendly combat power with the enemy. Deductions resulting from the relative combat power analysis. These capabilities should include reasonable assets the next higher element, or other higher enemy headquarters, may provide. MS200 Video lecture about Course of Action (COA) Sketch and Concept Statement The views expressed are those of the speaker and do not reflect the official policy or po MDMP: Course of Action. Information needed to complete paragraphs 3, 4, and 5 of the OPORD. Organizations Identifies how the enemy may potentially fight; the leader weighs the result of his analysis of terrain and weather against the higher headquarters situation template. For example, if a battalion situation template identifies a platoon-size enemy element on the company's objective and squad-size enemy elements on the platoons objective, the leader, using his knowledge of both the enemy's doctrine and terrain, develops a situation template positioning squad-size battle positions, crew-served weapons positions, or defensive trenches. The leader must realistically and unemotionally determine all available resources and new limitations based on level of training or recent fighting. These significant deductions drive the planning process and execution of operations. A-119. The analysis is a comparison of how a structures location, functions, and capabilities as compared to costs and consequences of such use. Analysis of terrain answers the question: What is the terrains effect on the operation? The leader looks at specific enemy actions during a given operation and uses the appropriate situation template to gain insights into how the enemy may fight. Instructions: The C634 course of action statement and sketch (COA S&S) is worth 20% of the overall C600 grade. A-26. It enables him, A-123. A sketch typically includes symbols of friendly and enemy units, assembly. For example, they might have to move in columns rather than in lines. He analyzes if vegetation will affect the employment or trajectory of the Javelin, or 60-mm mortars. Time analysis is often the first thing a leader does. This should include at least the employment of reserves, CBRN weapons, artillery or mortar locations and ranges, and reconnaissance assets. Given more time, they might analyze the remainder of their platoons area of operation and area of interest. What is the present physical condition of Soldiers (morale, sleep)? When the mission window passed, he canceled the mission. Performance Knowledge Bases program is an example of an enabling tool towards that goal. A-71. After developing the COA, the leader analyzes it to determine its strengths and weaknesses, visualizes the flow of the battle, identifies the conditions or requirements necessary to enhance synchronization, and gains insights into actions at the decisive point of the mission. However, as the global situation changes, the possibility of fighting threat who lack a structured doctrine increases. The leader should clearly explain what the decisive point is to his subordinate leaders and why it is decisive; this objective, in conjunction with his commander's intent, facilitates subordinate initiative. Next, the leader analyzes relative combat power, generates options, arrays his forces, develops a CONOP, assigns responsibility, and prepares a COA statement and sketch. Where is the dead space in my area of operations? The leader identifies critical conclusions about visibility factors such as light data, fog, and smog; and about battlefield obscurants such as smoke and dust. A-74. The leader must not only appreciate how much time is available, but he also must be able to appreciate the time/space aspects of preparing, moving, fighting, and sustaining. Specified tasks also may be found in annexes and overlays, for example-- "Seize OBJ FOX. Implied tasks are those being performed to accomplish a specified task, but that are not stated in a higher headquarters order. During all phases, leaders consider critical times, unusable time, the time it takes to accomplish activities, the time it takes to move, priorities of work, and tempo of operations. Higher headquarters provides the leader with civil considerations affecting the next echelons mission. Template of enemy forces and essential weapon systems. A COA should position the unit for future operations and provide flexibility to meet unforeseen events during execution. I expressed my concern and some uneasiness about the situation because our crews had been caught in dust before and knew the consequences. If the leader has developed more than one COA, he must compare them by weighing the specific advantages, disadvantages, strengths, and weaknesses of each as noted during the war game. how does a stock recall work,
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