Problem framing is the first step in MCPP and may begin informally in response to indications and warnings, or more formally when an order or directive is received. The purpose of problem framing is to gain an enhanced understanding of the environment and the nature of the problem.
Purpose
• Review Problem Framing
• Review injects used for Problem Framing
• Examine the Problem Framing activities
• Review the Problem Framing results
Presenter
Presentation Notes
Good planning is never a checklist driven exercise…we learn by doing it. That said, we need to have some type of structure of framework as a starting point to work off of.
Purpose of Problem Framing
• To gain an enhanced understanding of the environment and the nature of the problem. This understanding allows a commander to visualize the operation and describe his conceptual approach of what the command must accomplish, when, where it must be done, and most importantly, why—the purpose of the operation
- Understand the environment and the problem- Set the stage for the rest of the Planning Process
Problem Framing
PROBLEMFRAMING
COA DEV
COAWARGAMING
COACOMP / DEC
ORDERSDEVELOPMENT
TRANSITION
Presenter
Presentation Notes
Problem framing enables a commander to visualize the operation and describe his conceptual approach, providing context for the examination of what the command must accomplish, when and where it must be done, and most importantly, why: the purpose of the operation.
5
Problem Framing
Ongoing Activities
• Design– Understanding the Environment– Understanding the Problem– Commander’s Initial Guidance•Task Analysis– ID tasks– Analyze COGs– Assumptions / Limitations– Draft Mission Statement•Ongoing Activit ies– Refine Intel and IPB products – Alert / Convene Red Cell– Running Estimates– Refine Area(s) of Interest and
Area of Influence – Shortfalls (Resources / SME) – CCIRs / RFIs
Information we receive as injects to the planning process comes from a variety of sources and from different levels.
Design in Problem Framing
• Commander’s Orientation• Understand the Environment
• Understand the Problem
• Commander’s Initial Guidance
• Commander’s Initial Intent
Visualize
Presenter
Presentation Notes
Primarily a process, although the process does produce “products”. Focus on the process. Products may include: Better understanding of the environment and the problem by Cmdr’s and staff Better Guidance and Intent…which equals more initiative during execution Better Options (eventually) First three bullets conducted via discourse and dialog…the RESULT is last two bullets.
Commander’s Orientation
• Can provide…– Forming guidance for the staff/OPT– Information received from HHQ, to include HHQ Design– Initial ideas
• Can be brief “opening remarks” or more detailed if working from an existing OPLAN or rotating back to theater
• Demonstrates the commander’s personal involvement in driving the planning process
Presenter
Presentation Notes
This is the event that kicks-off the planning process. Commander’s orientation is the first of many venues where the commander, his staff and subordinate commanders, to the extent possible, will collaborate through the exchange of information and the sharing of ideas and perspectives. Accordingly, the commander’s orientation is the initial step in the design effort to begin to frame the problem as a basis for developing possible solutions.
Command Climate
• Commander sets the tone– Open and frank dialogue – Personal involvement– Ongoing engagement – Encourage respectful dissent or alternative views
• Multiple perspectives enhance group understanding
Presenter
Presentation Notes
We have all seen all different types interactions between commanders and staffs. “Design” works best when the command climate allows open discourse and discussion. The commander an personally sets this tone during the commanders orientation.
• Consider a broad range of factors – Existing HHQ Design– HHQ Mission, Intent, Orders, Directives and Guidance– Intel Products to Include IPB– Key Actors / Relationships– Tendencies– Potential – Time– Culture / Language– Geography / Demographics– Climate
Perfect understanding of the environment is impossible to achieve… the key is the Cmdr and staff having an open, frank dialog to develop an appreciation of the larger situation
Presenter
Presentation Notes
Understanding the environment is an important aspect of design. The essential activities in understanding the environment include critical thinking and open discussion by all participants, including the commander, to help expose a broad range of ideas to be considered in the identification of the problem. Useful items to consider are listed on the slide. Understanding the environment provides background information, facts, status, connections, relevant actors, habitat, local beliefs, and a broad range of other factors that serve as context for the commander and his staff to better understand the problem. These factors also help the commander gain an appreciation for the situation as it exists. Coupled with any assigned or anticipated tasks, participants engaged in design can determine a desired future. The difference between the current and desired end states enables the participants to narrow their focus on the environment to determine the nature of the problem.
Understanding the Environment
• What is going on?
• Why has this situation developed?
• What does it mean?
• What is the real story?
Presenter
Presentation Notes
To develop a personal understanding of the context of the environment, commanders need answer key questions as depicted on the slide. Answering these questions helps begin the process of understanding and framing the environment.
3 342
○120
3/342
1/342
Figure B (UNCLASSIFIED)
3d Bn, 342nd Mtzd Infantry Brigade Disposition
ZU-23
..
....
Presenter
Presentation Notes
This map depicts the adversary locations within the “environment” of the 6th Marines area of operations. Both Aldie and Hopewell Gaps are depicted on the map with the respective enemy dispositions.
Design Lenses
• Can use a number of lenses to discuss and communicate Design:
– Warfighting Functions/Lines of Operation– PMESII and/or DIME– 11 Critical Variables of the OE (+ Culture)– Battlespace Analysis– COG Analysis– Purpose and End state
Presenter
Presentation Notes
There are a variety of ways we can go about gaining a better understanding of the environment and the problem. We refer to these as “Lenses” These are ways to express the results of design.
• Intelligence• Maneuver• Fires• Logistics• Force Protection• Command and Control
End state
Freedom oflawful
movementestablished.
Essentialservices
developed
Effectivegovernmentinstitutions
and presenceestablishedor restored.
Functionaleconomy
established.
Freedom to conduct
lawfulcommerce.
Info
rmat
ion
Ope
ratio
nsCombat Operations / Civil Security Operations
Essential Services
Governance
Economic Development
HN Security Forces
Secure thepopulace
continuously.
SecureBorders.
Isolateinsurgency.
Integrate w/HN forces
Handover dutiescase-by-case.
Counter crime (organized and petty).
Identify and recruit leaders.
Recruit members.
Establish training centers and
infrastructure.
Develop organizational infrastructure.
Provide for basing and
training.
Employ HN security forces with COIN force
advisors.
Sewageplants
operating.
Trashcollectedregularly.
Electricity restored.
Schools and
collegesopened.
Medical clinicsand
hospitalsopened.
Transportation network restored.
Developinitial
governanceconcept.
Identify &recruit local
leaders.
Reestablishjustice system.Police, courts,
prisons.
Establishlocal, regional,
national policies.
EstablishLocal, regional,
National policies.
Support andsecure
elections.
Mobilize/ developlocal economic
activity.
Initiate contractswith local businessesto stimulate trade.
Rebuildcommercial
Infrastructure(banks, markets).
Supporta free market
economy.
Supportbroad-based
economicopportunity.
Populacesecured
continuously.
Effective andself-sufficientHN security
forcesestablished.
Developinitial concept
for mission,structure, andorganization.
Sample goals and objectives across logical lines of operations. (MCWP 3-33.5)
Potablewater
available.
Separateinsurgency
from populace.
Identify & neutralize political & support
infrastructure.
Lines of Operations
DIME on PMESII
Political
Military
Economic
Social
Informational
Infrastructure
Diplomatic
Informational
Military
Economic
Presenter
Presentation Notes
Analysis of the operational environment—in terms of political, military, economic, social, infrastructure, and information with the addition of physical environment and time (PMESII-PT) variables—provides relevant information that senior commanders use to understand, visualize, and describe the operational environment. As a set, these operational variables are often abbreviated as PMESII. Political: Describes the distribution of responsibility and power at all levels of governance or cooperation. Military: Explores the military capabilities of all relevant actors in a given operational environment. Economic: Encompasses individual behaviors and aggregate phenomena related to the production, distribution, and consumption of resources. Social: Describes the cultural, religious, and ethnic makeup within an operational environment. Information: Describes the nature, scope, characteristics, and effects of individuals, organizations, and systems that collect, process, disseminate, or act on information. Infrastructure: Is composed of the basic facilities, services, and installations needed for the functioning of a community or society.
• Reveal the nature of the Problem – Existing HHQ Design– HHQ Mission, Intent, Orders, Directives and Guidance– Enemy / Terrain / Weather– Troops and Fire Support Available– Initial Staff Estimates– Civil Considerations
– DoS– USAID– OGA– NGO, etc
– Tempo– Range of Potential Actions / Opportunities– Limitations / Assumptions
An appreciation of the environment leads to an understanding of the difference between existing and desired conditions, in other words…the problem to be solved
Presenter
Presentation Notes
Once the commander has enough understanding of the environment (or time requirements dictate), the group will naturally begin to “neck-down” on the problem, and in particular, their part of the problem…this could also be a discussion about opportunities. Having an appreciation of the environment, the design effort shifts to understanding the problem. The essential activities in understanding the problem continue to be critical thinking and an open, frank dialogue to help reveal the underlying nature of the problem. Understanding the problem points to possible solutions. The items listed on the slide should be considered. Finally, commanders can use their understanding of the problem to formulate their intent and guidance.
Adversary
Adversary
Capabilities
Capabilities
Capabilities
Environment
Ally
Ally
Non-StateActors
Regional Power
Public Opinion
Regional Power
Cultures
Religions
All Information Regarding the
Complex Systems in the Operational
Environment
Public Opinion
Cmdr’sSynthesis,
Vision. A fuller understanding of the problem
Critical thinking,Discussion,
Group Learning
Information We Can Collect
Information We Can Filter /
Fuse
Multiple Perceptions
via CollectiveExperience,
Expertise and Wisdom
Refined Vision of
the Problem
Cmdr’sGuidance
The Environment
Presenter
Presentation Notes
This represents a good visual design structure. Basically, we added two main things to the 5-1 --- understand the environment, understand the problem. This depicts how we start “thinking” about a problem --- an approach (design) to first understanding the environment, then understanding the problem. The key analogy is the puzzle --- we have a large problem --- for example, how to accomplish the mission in Afghanistan. We put that environment through this approach first to get to a puzzle were we can define parts of the larger problem to be solved so that once put together, will be a completed puzzle. In this case, it leads to commander’s guidance (the puzzle put together is the refined vision of the problem) but this concept can be used to yield a result in most parts of the planning process. Once the problem is broken down and understandable to the commander, a process (forcing function to get to a result, or product) is used to solve the parts and then put back together to solve the whole.
Commander’s Initial Guidance
• Builds upon Commander’s Orientation• Based on initial understanding to provide direction to the staff• Commander shares his understanding of the environment and the
nature of the problem• As detailed or broad as the commander desires• No prescriptive format• Can include but is not limited to:
– Centers of Gravity– Critical Information Requirements– Battlespace– Initial thoughts on possible solutions– LOOs– PMESII– DIME– WFFs– 11 x Variables + Culture
Presenter
Presentation Notes
The commander’s initial guidance can be as detailed or broad as the commander desires. His initial guidance should address his understanding of the environment and the nature of the problem. This is the kind of information you would expect to read in the Situation paragraph (paragraph 1) of a five-paragraph order. This guidance may also include his thoughts on friendly and enemy centers of gravity, as well as information requirements. There is no prescriptive format for the commander’s initial guidance. In some instances, the commander may quickly understand the environment, the problem, and how the problem may be solved. In other instances, the commander may need the staff to provide him with additional information and will not be ready to describe how the problem will be solved until later in the problem framing step.
Commander’s Initial Intent
• Commander’s personal expression of the Purpose of the Operation – Allows subordinates to exercise judgment and initiative– Commander may refine his intent as the process develops
• Purpose and End state of the Operation – Answers the “why, how, and to what extent” questions for
the operation– Ensures clear understanding essential to maintaining tempo
in both planning and execution– Helps focus subordinates’ understanding of the larger context
of their actions and guides them in the absence of orders
Presenter
Presentation Notes
A personal expression of the Commander. Easily understood, clear, and concise. Nested with HHQ Intent.
Task analysis involves analyzing the specified tasks in order to understand the nature (complexity) of the problem confronting the MAGTF. In the process, planners will infer other requirements necessary to successfully accomplish specified tasks. These other tasks are called implied tasks. The more important among the specified and implied tasks become essential tasks, which along with the purpose, become the heart and soul of the mission statement.
Identify Tasks
• Specified
• Implied
• Essential
Presenter
Presentation Notes
Commands normally receive tasks that planners analyze as a basis for determining the unit’s mission. The principle source for tasks is the higher headquarters plan or order, but there may be other sources, such as verbal guidance, from which to derive tasks. The three types of tasks, specified, implied, and essential will be discussed in the following slides.
Specified Tasks
• Those tasks specifically assigned to a unit by its HHQ– Not routine or SOP related
• A Commander may also specify tasks based upon a METT-T analysis
• Located in Paragraph 3.C and elsewhere, such as in the Coordinating Instructions or Annexes
Presenter
Presentation Notes
Any specified task that pertains to any element of the organization should be identified and recorded.
Implied Tasks
• Those tasks performed to accomplish specified tasks but not specifically stated in the HHQ order or plan
– Ensure all tasks are captured in your OPORD
– Tasks that are not routine or SOP related
– Implied tasks should be linked to a specified task.
Presenter
Presentation Notes
Implied tasks emerge from analysis of the higher headquarters order, the adversary, and our understanding of the problem. Routine, inherent, enduring, or SOP procedures are not implied tasks. Furthermore, as problem and purpose are understood as a result of the design effort, the command develops implied tasks based on this understanding. Implied tasks represent the earliest stages of COA Development since they represent a least a partial solution to a specified task. For example, the HHQ tasks the MAGTF to defeat an adversary corps. A map study reveals the need for a river crossing. Furthermore, implied tasks offer a powerful technique for shaping the MAGTF’s mission, particularly when the MAGTF’s higher headquarters could be from another service or coalition force in which case they may not understand us well enough to task us properly despite the best efforts of our liaison officers.
Those Specified or Implied Tasks that define mission success and apply to the force as a whole. Once they have been identified as Essential Tasks, they form the basis of the mission statement
Essential Tasks: 1.Seize Rgt Obj A2.Defeat enemy forces in
zone 3. Linkup with 8th Tanks4.Block enemy forces
Essential Tasks
• Evaluate each Essential Task to verify it contributes to mission accomplishment
Presenter
Presentation Notes
If a task must be successfully completed for the commander to accomplish his purpose, it is an essential task. Planners develop the mission statement from the essential tasks.
Center of Gravity Analysis
• The staff conducts a detailed Center of Gravity analysis to identify or refine adversary / friendly Centers of Gravity
– Commander may provide initial COGs in his Commander’s Guidance
– HHQs provides their enemy / friendly COGs in orders / Intel products
• The staff determines friendly and adversary vulnerabilities– Derives Critical Vulnerabilities from these vulnerabilities
Presenter
Presentation Notes
The staff conducts a COG analysis based on the understanding gained through design and task analysis to identify or refine adversary and friendly centers of gravity and to determine which friendly and adversary weaknesses may become critical vulnerabilities. Determining COGs is an art. At a minimum, commands should think in terms of strengths and weaknesses.
Assumptions
• Factors assumed to be true in absence of positive proof
• Must be logical, realistic, and essential for planning to continue
• Do not assume away an enemy capability
• A validated assumption becomes a fact
• An Assumption carried into execution becomes a risk
• Assumptions carried into execution are continuously reviewed
• Keep a record of assumptions
Presenter
Presentation Notes
Commanders and staffs gather facts, develop assumptions, and consider opinions as they build their plan. A fact is something known to exist or have happened. Facts concerning the operational and mission variables serve as the basis for developing situational understanding during planning. An assumption is a supposition on the current situation or a presupposition on the future course of events, either or both assumed to be true in the absence of positive proof. An assumption may also be an explanation of past behavior. An assumption is accepted as true in the absence of actions or information contradicting it. Assumptions are probably correct, but cannot be verified. Appropriate assumptions used during planning have two characteristics: They are likely to be true. They are necessary, that is essential, to continue planning.
Limitations
Restraints: Things you “cannot” do …“Deliberately target religious facilities…”
Constraints: Things you “must” do …“Minimize collateral damage…”
TTP:• What is the impact on accomplishing the mission• Restraints / Constraints are considered Limitations
Presenter
Presentation Notes
Focus on the “impact” of the limitation..
Draft the Mission Statement
• Answers questions: who, what, when, where, and why
• Clearly delineates the purpose of the mission• Statement based upon Essential Task(s) that apply to
the force as a whole and are necessary for mission success
• Addresses Essential Tasks in expected sequence of execution
• Must nest with HHQ mission and intent• Developed for commander’s approval in the Problem
Framing brief
Presenter
Presentation Notes
Compare to the Higher Headquarters Mission and your own list of essential tasks. The “in order to” comes from the purpose of the operation, which comes from the commander’s intent.
Ongoing Activities
• Includes but is not limited to:
– Refine / Revisit Design– Refine IPB Products– The Red Cell – The Green Cell
– Staff Estimates
– Estimates of Supportability
– Refine Battlespace
– Identify Resource Shortfalls
– Recommend Commander's Critical Information Requirements
– Identify Requests for Information / Validate Assumptions
– Orders Development
Presenter
Presentation Notes
Along with the task analysis, there a number of related, concurrent activities taking place…they begin during problem framing and continue thru the rest of the process.
Prepare / Refine IPB Products
• Review and refine HHQ intelligence and IPB products
• Produce new products to support analysis
• Refinement / update of IPB is continuous
• Support analysis of– Adversary COAs– COGs– Mission
Presenter
Presentation Notes
IPB will be taught in Lessons 6 and 7.
• Form and organize the Red Cell• Coordinate with the G-2 / S-2 (normally under G-2 / S-2
cognizance)• Analyze the adversary in conjunction with the G-2 / S-2
– COG– Develop enemy planning tools
• Advise the OPT• Membership:
– Task-organized to mirror enemy strengths / capabilities– Led by MAGTF-experienced, field-grade officer– Warfighting functions representation– Other skills
• FAO / regional / political SME
Red Cell
Presenter
Presentation Notes
Staff Estimates and Subordinate Estimates of Supportability
• Facts, events and conclusions that will be refined throughout the process and continuously developed that affect the mission
• Supports decision-making in planning and execution• Recommendations on how to best use resources • Formats are found in Appendix G of MCWP 5-1
Considerations for combat service support:• CSS priorities in terms of tactical logistics functions
− Transportation− Supply− Maintenance− General Engineering− Medical Services− Services
• Positioning of key CSS assets and bases • Medical evacuation treatment and evacuation guidance • Anticipated requirements and pre-stockage of Class I, III & V • Controlled supply rates
Presenter
Presentation Notes
The staff and subordinate units gather and refine information in support of staff estimates or estimates of supportability. These estimates provide a timely examination of factors that support decision-making and can affect mission accomplishment. Depending on the level of command and the time available, the estimates could be a formal, detailed written document, or an informal verbal briefing. Appendix G of the MCWP 5-1 has additional information.
Components of a Staff Estimate
• Define requirements (task analysis)• Define capabilities and capacity• Assess limitations• Identify shortfalls and excesses• Identify assumptions and RFIs• Identify solutions from analysis of information• Identify recommendations for commander
consideration
Presenter
Presentation Notes
Here are your components to your staff estimate. -Requirements – The “what is needed” -Are capabilities defined in terms of equip, personnel, units, or combination -Are shortfalls/excesses in terms of personnel, equip, or capability -Analysis requires cross communications amongst the other applicable staff sections.
Staff estimates are not an individual effort. The staff representative will need to leverage SMEs outside the staff to the feed estimate process. Reaching back to the section. A functional estimate is an area of expertise within a staff section. Example: Transportation is a function of Logistics for the G-4 (Div/ACE) or G-3 (LCE). The commander will rarely see or be briefed on the entire content of the staff estimate but should be verbally briefed on the conclusions and recommendations that are relevant to the commander for understanding and decision. Estimates of Supportability will be initiated during COA Dev so a subordinate commander has a concept of their task and purpose to determine how they will manage their capabilities to support.
Types of Estimates
Planning ProcessProblem Framing COA Dev War Game COA C/D
Orders & TR
Initial Staff
Estimates
Concepts of Support
Refined Staff
Estimates
Refined Staff
Estimates
Annexes & Appdx
Estimates of Supportability
Subordinate Commander
Products
Staff Products
Presenter
Presentation Notes
Staff Estimates feed the second step of MCPP, Course of Action development, as what is feasible to the MAGTFs COA. Staff Estimates can be depicted for briefs in various forms: narrative or graphic or verbal. The staff estimate during planning supports a decision. Once in execution, running staff estimates focus on issues that effects the units ability to execute which requires a commander’s decision. Friendly staff estimates focus on friendly COAs and their supportability vice Intel estimates focus on the enemy’s MLCOA and MDCOA.
Initial Staff Estimates
• Review HHQ products
• Apply the Commander’s visualization
• Examine factors that support decision making
• Examine factors that affect mission requirements
• Provide an assessment which helps frame COA development
• During Problem Framing, outputs are proposed shortfalls, RFIs, and CCIRs
Presenter
Presentation Notes
Entering into a planning process, each staff representative must gain an understanding of the situation and how is applies to their respective area. Staff planners collect, analyze, and present RELEVANT information to the commander to assist the commander in achieving situational understanding to make a decision. Representative to the OPT, whether the MSC/E or the staff section is not the sole “answer man,” but the link into the planning supported by those of his command or his section who are working the details of the staff estimate or estimate of supportability. Estimates provide recommendations on the best use of available resources. Providing solutions to meet operational requirements. To do this, they review HHQ products such as IPB, PNA, and higher’s staff estimates. Structure of analysis can be based on different formats and structures based on the staff. - METT-SL
Refined Staff Estimates
• Review updated IPB• SMEs and subordinate units provide detailed planning
data• Estimates become specific to each COA• Review War Game results
– COA advantages & disadvantages– Projected support requirements– Unanticipated enemy capabilities or actions– Unanticipated support requirements– Lessons learned
• Recommend changes to the COA or revise the staff estimate
• Identify preferred COA and rationale behind selection
Presenter
Presentation Notes
Continuously consider the effect of new information or updated information. Continue to validate assumptions and refine planning requirements and planning data. Determine other considerations Predicts possible limitations or events. Identifying when and where it may occur over time. Linked with wargaming Assess solutions to mitigating enemy capabilities or actions. ID of preferred COA serves as the foundation the Cmdr’s comparison and decision
Concepts of Support
• Staff estimate transitions to an Annex or Appendix specific to the approved COA (CONOPS).
• Descriptive game plan on how to apply each Warfighting function to accomplish the mission– Recommendations on how to best utilize resources– Organized according to what best fits your staff section– Generally outlined by Task / Purpose / Method / End state– COA specific
• Require crosstalk with subordinate commanders and their Estimates of Supportability
Presenter
Presentation Notes
Once the commander has made a decision on a COA, the staff estimates transition into becoming the basis for Annexes and Appendixes. Staff estimates continuing to evolve becoming “Running Estimates.” Continuous update conclusions and recommendations based on new facts. Organization of Concept of Support can be by WFF or whatever best fits your staff section.
Estimates of Supportability
• Provided by subordinate commanders– May be organized differently
• Warfighting function• Function of Logistics• Function of Marine Aviation
• COA specific• Structure is the same as a staff estimate• Continually updated and refined throughout
the planning process
Presenter
Presentation Notes
Estimates of supportability from subordinate commanders provide a single battle approach to recommended COAs with a functional slant, whether air, ground, or logistics. Commanders of the GCE, ACE, and LCE discuss how each will support the MAGTF COAs through their respective concept of operations (CONOPS) while addressing advantages and disadvantages of each COA. Estimates may be text documents, graphic representations, or an oral presentation of the analysis and recommendations. These estimates provide commanders, staff, and planners feedback regarding possible solutions. Done properly, estimates contribute information to the annexes and appendices to orders and plans. Commanders and staffs use estimates as they collect, process, and evaluate information. A subordinate unit or staff section, upon discovering a “show stopper” should not wait to complete a document to raise concerns about a particular COA. The sooner the commander and his planners know of a problem, the sooner they can either discard the COA or modify it. The key issue is time. At a minimum, commanders and their staffs should update their estimates when their understanding of the environment or problem changes, assumptions become invalid, new tasks are received, or requirements or capabilities change.
Example Estimate WorksheetReferencesPublicationsCalculators
Ref # Significant Facts1 Guidance/ decisions by the Cmdr2
Functional Area Assets Capabilities Strengths Weaknesses
• Engineering
• CEB
• ESB
• 30th NCR
Road Graders (2)Assault Runway Kit (42)
25 Ton Crane (4)FAWPS (8)AAFS (4)Road Grader (7)Assault Runway Kit (51)Hose Reel System (4)Scrapers (12)TWPS (21)Ribbon Bridge/Container (3 sets)
3 MB Johnson bridges
AAFS: Full system 96 hours; receive over 1,000,000g per day, issue550,000g (issue 600,000 per day side by side linear tank berms – only 12 hours to set up?)
Hose Reel: 5 miles per kit; 2 miles per hour for set-up; 600g per minute, 720,000 g output per day
Ribbon Bridge: 77 meters per set; 1 hour to set-up; class 70 load
TWPS: 1,500 g fresh w per hour, 1,000 sea w
70 m span; 80 MCL
Storage and issue capability
Lengthens operational reach of fuel distribution system
Length; ferry capacity
Water production vs consumption
Mitigate HA issues; improve LOCs, airfields
Time to set-up
Difficult to completely secure over longer distances
• What is the estimated river current at this time of year
Analysis• MEF CONOPs requires employment of all (3) ribbon bridge sets
• Ribbon bridges will need to be replaced by MBJ bridges
Recommendations
• Request MEF CONOPS change to employment of (2) ribbon bridges
• Request MRBC from USA
Refine Area(s) of Operation, Area of Influence / Interest
Area of Interest
Area of Influence
Area of Operations
AO must be of sufficient size for the MAGTF to accomplish its mission and protect the force.
Joint Area ofOperations
Area of Influence: …geographical area wherein…commander is directly capable of influencing operations by maneuver or fire support systems…
Area of Interest: …area of concern to the commander…including areas occupied by enemy forces who could jeopardize…the mission
Presenter
Presentation Notes
The staff may recommend battlespace refinements based on analysis of the terrain and tasks as well as friendly and enemy centers of gravity, capabilities, and limitations. Additionally, the size of the area of interest may change based on the commander’s understanding of the situation. The extent of the area of influence may change if forces are added or deleted, equipment capability and availability change, or rules of engagement change. The commander’s area of operations (AO) may need to change based on the scope of the mission, the results of operations, operational reach, or to ensure sufficient battlespace to maneuver and protect his force.
Resource Shortfalls
• Identify shortfalls in capabilities as early as possible
• Assess throughout planning– Obtain additional resources– Adjust plan
• Warfighting Functions filter– C2: bandwidth– Intel: UAS support– Maneuver: bridging assets– Fires: precision guided munitions– Logistics: line haul– Force Protection: military police, counterintelligence assets
• Information Operations
• Lines of Operation filter
Presenter
Presentation Notes
Keep in mind, if you identify a shortfall, someone will have to go ask for it. Many times it’s the commander…make sure you absolutely need it, and be able to articulate the impact of NOT getting it. Shortfalls can also include a need for subject matter experts.
Commander’sDecisions:
1. Execute amphib COA
2. Focus aviation on interdicting 91st / 93d Bdes
CCIR
• Commander's tool to focus the staff• Should be linked to a future decision
Adversary Friendly Environment
• Are there indications of enemy activities along the eastern shore that could disrupt amphibious operations?
• Are there I/W of company-sized elements of 91 / 93 Bdes moving east to occupy CTF Obj 1?
• When will Aslt Supt A/C be degraded to less than a company-sized element?
Recommend CCIRs
Cmdr
Presenter
Presentation Notes
Should be tied to a decision. There should be a continual quest to keep these updated… this is another good thing to display. When answered, CCIRs may often serve to inform the ongoing design and provide information proving or disproving the hypothesis. As the planning moves forward and execution is imminent, the CCIRs will normally change in nature to reflect key information/intelligence requirements tied to decision points or needed for execution.
Requests for Information (RFIs)
• Planning requires information
• Staffs identify gaps in available information and intelligence
• Forward requests to appropriate higher, adjacent, and subordinate staffs
Presenter
Presentation Notes
Having an RFI system and manager is critical. Over time, the number of RFIs can make the tracking effort very difficult. RFIs were discussed in Lesson 10, Information Management, of Warfighting/Information Management (8651/52).
Problem Framing
Ongoing Activities
• Design– Understanding the Environment– Understanding the Problem– Commander’s Initial Guidance•Task Analysis– ID tasks– Analyze COGs– Assumptions / Limitations– Draft Mission Statement•Ongoing Activit ies– Refine Intel and IPB products – Alert / Convene Red Cell– Running Estimates– Refine Area(s) of Interest and
Area of Influence – Shortfalls (Resources / SME) – CCIRs / RFIs
Notice the results of the Problem Framing step. The most important is the Problem Framing Brief. The staff presents this to the commander to review the completed products and to ensure a shared understanding within the staff. When approved by the commander, these products are injects for COA Development.
Problem Framing Brief
• Situation update– Battlespace organization– Area of Operations, Area
• Review Purpose and Tasks• Review Assumptions • Review Restraints / Constraints• Review shortfalls• Center of Gravity analysis• Requests for Information• Recommended CCIRs• Proposed Msn Statement (Approved)• Refined Cmdr’s Intent• COA Dev Guidance
Presenter
Presentation Notes
The staff presents a Problem Framing brief to the commander to review the completed products and to ensure a shared understanding within the staff. When approved by the commander, these products become injects for the COA Development step.
Approved Mission Statement
At H-Hour on D-Day, 6th Marines (Rein) attacks in zone to seize Regt Obj A (Aldie Gap) and Regt Obj B (Hopewell Gap) and destroy enemy armor in the vicinity of Regt Obj C (Rectortown) in order to enable the forward passage of 8th
Marines, the division reserve.
Seize: To clear a designated area and obtain control of it.
Destroy: Physically rendering an enemy force combat-ineffective unless it is reconstituted.
Presenter
Presentation Notes
The commander may conclude the problem framing brief by approving the mission statement and providing his COA development guidance. The commander may also want to further consider the products of Problem Framing, as well as any additional information the emerged from the brief, before approving the products or providing additional guidance.
Refine the Commander’s Intent
• Commander may decide to make refinements to his previously issued commander’s intent.
• Articulates his intent through:– Purpose– End state
COA Development Guidance
• Provides preliminary decisions required to focus the planners on the commander’s conceptual vision of the operation
• Provides subordinate commanders and the staff with additional insight of what the force is to do and the resources that will allow his force to achieve the desired end state
• May be based on the Warfighting Functions or how the commander envisions the sequence of actions that will allow his force to achieve a decision
MCDP 1-0
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Presentation Notes
COA Development guidance should include the commander’s vision of decisive, shaping, and sustaining actions (which assists the staff in determining the main effort), parts of the operation, location of critical events, and other aspects the commander deems pertinent to COA Development.
Draft a Warning Order
• Use five paragraph order (SMEAC) or unit SOP
• Should include: – Commander’s Initial Guidance– Approved Mission Statement– Commander’s Intent– Other information that assists MSCs in planning
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Presentation Notes
At the completion of this step, the commander should direct the release of a Warning Order, which allows subordinate commands to begin concurrent planning as the higher command begins COA Development. The warning order should contain all available information to facilitate concurrent planning.
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Summary
Ongoing Activities
• Design– Understanding the Environment– Understanding the Problem– Commander’s Initial Guidance•Task Analysis– ID tasks– Analyze COGs– Assumptions / Limitations– Draft Mission Statement•Ongoing Activit ies– Refine Intel and IPB products – Alert / Convene Red Cell– Running Estimates– Refine Area(s) of Interest and
Area of Influence – Shortfalls (Resources / SME) – CCIRs / RFIs
Design does not end with Problem Framing. The commander must continually return to his understanding of the problem, refine his guidance, and provide an update or even a new vision/description of what, where, and why as his planners and staff work through the planning process.
Summary
• Begins with Commander’s Orientation– Formal guidance or information received from HHQ
Design– Commander’s involvement will drive the process and
ensure staff participation
• Commander sets the tone for the design discourse and the entire planning process– Open and frank dialogue– Personal involvement– Ongoing engagement– Encourage “respectful” dissent/alternative views
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Presentation Notes
The problem framing brief, or any other planning related brief, has an intrinsic value far beyond the information presented. Whenever the commander and his staff and, when possible, subordinate commanders and their staffs share a common venue where dialogue occurs, the amount of learning is enhanced. Group dialogue, when conducted within the proper command climate, can foster a collective level of understanding not attainable by any individual within the group regardless of experience or seniority. Group interactions involving frank and candid input are the best way to replicate the nonlinear nature of conflicts and the parties involved.
Summary
• Continues with Initial Guidance– Builds on Commander’s Orientation– Provides commander’s understanding of the
environment and nature of the problem– No prescriptive format, but may include:
• Intent (Purpose)• Centers of Gravity• Critical Information Requirements• Battlespace• Initial thoughts on possible solutions• Vision of the problem through multiple lens
Summary
• Concludes with Task Analysis• Staff needs to develop initial staff estimates• Stand up Red Cell, Green Cell and Assessment
Cell• Staff presents Problem Framing Brief
• The Commander must:– Confirm Design (modify or refine)– Approve mission statement– Issue Commander’s Intent– Provide COA Development Guidance (Concept of
Operations)
Homework
• Complete Task Analysis Worksheet (2/6)
• Complete RFI Tracking Log
• Complete Warning Order#1 Worksheet
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Presentation Notes
Using the approved mission statement, commander’s guidance and intent, the students will be required to complete the task analysis worksheet, RFI Tracking Log and the first Warning Order. The format is provided. This homework assignment is due at the next seminar meeting. These worksheets can be found on Blackboard. The solutions are located in the Faculty Spool. The Old Dominion documents provided to the students provide all the resource material they need in order to complete the homework.
Task Analysis Worksheet
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Presentation Notes
The task analysis worksheet is a homework requirement. Students need to review the Old Dominion documents and extract the required information.
RFI Tracking Log
•RFIs are used to reduce uncertainty
•Specific, time-sensitive ad hoc requirements for information
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Presentation Notes
The second homework requirement is the RFI Tracking log. RFIs were taught during Lesson 10, Information Management of 8651. As a review, requests for information (RFIs) are specific, time-sensitive ad hoc requirements for information or products submitted to higher headquarters to support an ongoing operation not necessarily related to standing requirements for scheduled intelligence production. RFIs are generated to answer questions that cannot be resolved with organic assets, when the information does not exist within internal databases, and when the information cannot be satisfied by resident subject matter experts. (MCWP 3-40.2)
Warning Orders
• Written in such a way as to make it easily read and quickly understood
• Should contain only the information required to warrant its issue
• Originating commander should give due consideration to any assumptions that may serve as a basis for the warning order
• Warning orders should distinguish between tasks that require immediate execution and those that are planned
Presenter
Presentation Notes
MCWP 5-1 includes issuing a warning order following problem framing. The commander may issue a warning order at any stage of the planning process that new and pertinent information becomes available. This may include following problem framing, following the commander’s planning guidance, or following orders development. Current tactical decision-making models identify an initial warning order and subsequent warning order. With these models, the initial warning order is issued following analysis of the higher mission, intent, and commander’s guidance. The subsequent warning order is issued following development of courses of action and the resulting commander’s decision. As a “rule of thumb,” warning orders should be issued whenever time and energy can be conserved by their use.
Warning Order Format
• Addresses• Changes to task organization• Probable mission• Commander’s intent• Tentative concept of operations• Earliest time of movement• Movement instructions• Operation order issue (time/location)• Special equipment/instructions• Acknowledge receipt
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Presentation Notes
The eleven elements listed above are considered essential and are derived from a review of successful warning orders issued at various levels of command in previous combat operations. It should be noted that, in urgent situations, there may not be time to follow the warning order with a more detailed operation order. The warning order may be purposefully written so that it will require only an “execute” order. In this respect, military judgment is critical to the content of the warning order.
Warning Order #1
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Presentation Notes
The third document that the student is required to produce (fill in) is Warning Order #1. This is the final homework assignment for Problem Framing. Inform the students that you will review all of the homework at the beginning of the next seminar before starting the Lesson on IPB. A blank template can be found on Blackboard: Lesson 5 Assignments.
