1. Multinational Force Course of Action Development
COALITION/COMBINED TASK FORCE TRAINING
Multinational Force Course of Action Development

2. Purpose
Teach techniques and procedures for developing Courses of Action
Will discuss this as
Part of Commander’s Estimate process
How to stay at the operational-level
To ensure Developed COAs are valid
PURPOSE OF THIS BLOCK IS TO TEACH WAYS TO DEVELOP COAs - A COA IS A BROAD STATEMENT OF POSSIBLE WAYS (OPERATIONS) AND MEANS (FORCES) BY WHICH THE CTF MIGHT ACHIEVE THE OPERATIONAL END STATE OF THE ASSIGNED MISSION.
I’LL DISCUSS WHERE COURSE OF ACTION DEVELOPMENT FALLS IN THE CAP AND COMMANDER’S ESTIMATE PROCESS AND SOME KEY PLANNING CONCEPTS TO KEEP IN MIND AS YOU DEVELOP COAS.
THE MAJORITY OF THIS BRIEF WILL COVER THE 8 TASK STEPS TO DEVELOPING VALID, OPERATIONAL-LEVEL COAs.

3. STANDING OPERATING PROCEDURES
References
MULTINATIONAL FORCE
STANDING OPERATING PROCEDURES
(MNF SOP)
FIRST DRAFT 1.2
LAST UPDATE: 10 July 03
MNF SOP First Draft
JP 3-0 Doctrine for Joint Operations
JP JTF Planning Guidance & Procedures

4. Crisis Action Planning Process
Situation
Development II
Crisis
Assessment
III
Course of
Action
Development IV
Course of
Action
Selection V
Execution
Planning
OPORD VI
Execution
Deployment
Data Base
Warning
Order
Planning
Order
Alert
Order
Execute
Order
AND/OR I
Mission Analysis/
Restated Mission
THE COA DEVELOPMENT PHASE OF CAP IMPLEMENTS AN NCA DECISION TO DEVELOP MILITARY OPTIONS IN RESPONSE TO A CRISIS
COA DEVELOPMENT FOR A CTF WILL USUALLY BEGIN UPON RECEIPT OF A COMBATANT COMMANDER’S WARNING ORDER
THE WARNING ORDER WILL ESTABLISH COMMAND RELATIONSHIPS AND IDENTIFY THE MISSION AND ANY PLANNING CONSTRAINTS THE CTF STAFF MUST CONSIDER
NEED FULL UNDERSTANDING OF PROBLEM TO DEVELOP COAS AND THIS WILL ONLY COME FROM PROPER MISSION ANALYSIS II
Course of Action
Development
III
Analysis of Opposing
Courses of Action IV
Comparison of Own
Courses of Action V
Commander’s
Decision
Commander’s Estimate Process

5. Key Planning Concepts
To the extent possible, plans should incorporate the following concepts of joint operation planning doctrine
Commander’s strategic intent and operational focus
Orientation on the strategic and operational centers of gravity of the threat
Protection of friendly strategic and operational centers of gravity
Phasing of operations to include the commanders intent for each phase
THESE CONCEPTS WILL ENHANCE OUR UNDERSTANDING OF THE Combatant Commander’s STRATEGIC INTENT
THIS SLIDE WAS TAKEN FROM JOINT PUB THE CONCEPTS LISTED ARE MEANT TO FACILITATE COORDINATION OF STRATEGIC PRIORITIES DURING PLANNING ON THE THEATER LEVEL. YET, AS YOU CAN SEE, THESE CONCEPTS HAVE APPLICABILITY AT THE OPERATIONAL LEVEL OF WARFARE AS WELL.
FOCUSES ON EXPLOITING THE ENEMIES’ COG AND DEFENDING OUR OWN COG
PHASING OPERATIONS MAKES THE COA MORE UNDERSTANDABLE AND EASIER TO ANALYZE LATER DURING THE COMMANDER’S ESTIMATE PROCESS
PHASING THAT IS COMMON TO EACH COA WILL ALSO HELP- IN OTHER WORDS, ALL COAS SHOULD HAVE THE SAME TYPE OF PHASES LISTED BELOW
JP 3.0 LISTS TYPICAL PHASES: PRE-HOSTILITIES, LODGMENT, DECISIVE COMBAT AND STABILITY, FOLLOW-THROUGH, POST-HOSTILITIES AND REDEPLOYMENT PHASES.
Joint Pub 5-0, II-15

6. Course of Action Development
The COA is a broad statement of possible ways the CTF can accomplish its mission
WHO will accomplish essential tasks
WHAT is the type of mission to be conducted
WHEN the operation must begin or must be completed
WHERE the assigned areas of operation (AOs) within the JOA are
WHY or the purpose of the operations
HOW or the method of conducting the operation using major available resources
WHAT WILL THE COURSES OF ACTION CONTAIN?
SEE SLIDE DON’T CONFUSE WITH MISSION STATEMENT DEVELOPED DURING MISSION ANALYSIS - COA IS MORE DETAILED
END PRODUCT OF TASK IS A SET OF COAS, APPROVED BY THE CCTF, AND AVAILABLE FOR FURTHER ANALYSIS AND COMPARISON BY THE STAFF
COAS NEED NOT BE OVERLY DETAILED, BUT SHOULD BE DEVELOPED IN ENOUGH DETAIL TO ALLOW FOR PROPER ANALYSIS (WARGAMING)

7. Course of Action Development
Task Steps
Brief COAs
to CCTF
Develop
Initial COAs
Initial Test
for Validity
Determine
C2 Means
COA Statement
& Sketch
CCTF Approves
COAs
Staff
Estimates
Vertical &
Horizontal
Planning
AS MENTIONED, COA DEVELOPMENT FOR A CTF WILL USUALLY BEGIN UPON RECEIPT OF A COMBATANT COMMANDERS’S WARNING ORDER
THE WARNING ORDER WILL ESTABLISH COMMAND RELATIONSHIPS AND IDENTIFY THE MISSION AND ANY PLANNING CONSTRAINTS THE CTF STAFF MUST CONSIDER
THE WARNING ORDER MAY IDENTIFY SOME OF THE WHAT, WHEN, AND WHY, BUT WE STILL NEED THE WHO, WHERE, AND HOW.
THE FIRST STEP IN COA DEVELOPMENT IS TO DEVELOP INITIAL COAS
Course of Action Development

8. Develop Initial COAs Plan to plan Brainstorm Be bold in concept
One or more groups?
One big group?
Big brain technique?
Simultaneous or sequential development?
Brainstorm
Be bold in concept
Be general by component
Be open to new ideas
Be unconstrained
PLAN TO PLAN SEEMS BASIC BUT SOMEONE NEEDS TO TAKE THE LEAD AND DECIDE HOW THE INITIAL COAs WILL BE DEVELOPED - WILL THERE BE ONE BIG GROUP DEVELOPING COAS OR SEVERAL SMALL GROUPS - OR ONE PERSON COMING UP WITH SEVERAL STRAWMAN COAs?
PROs AND CONs TO EACH METHOD
SIMULTANEOUS VERSUS SEQUENTIAL DEVELOPMENT -
SIMULTANEOUS (SEPARATE GROUPS WORKING ON DIFFERENT COAS) ADVANTAGE IS POTENTIAL TIME SAVINGS
DISADVANTAGE IS THAT SYNERGY OF JPG DISRUPTED, MANPOWER INTENSIVE, REQUIRES COMPONENT & DIRECTORATE REP & LIKELIHOOD COAs WILL NOT BE DISTINCTIVE
BRAINSTORM- WHAT DO YOU THINK PEOPLE INITIALLY THOUGHT ABOUT THE IDEA OF LOADING A CARRIER WITH ARMY HELOS? OPERATION UPHOLD DEMOCRACY
DIRECTED COA FROM ON HIGH (J-5)
MARINE MSTP - ID ESSENTIAL TASKS BY TIME, EVENT & SPACE. LOOK AT CONDITIONS NECESSARY TO ACHIEVE TASKS, CAPABILITIES REQUIRED AND WHAT FORCES CAN PROVIDE THE CAPABILITY (HAVE & HAVE NOT), & MOEs

9. Additional Considerations
Develop Initial COAs
Additional Considerations
Review mission analysis/CCTF guidance
Develop plans to integrate the joint environment
Focus on Centers of Gravity and Decisive Points
Identify sequencing and phasing for each COA
Identify main and supporting efforts
Identify component level missions/tasks
Develop IO/IW support items
Develop initial COA sketches and statements
HANG RESTATED MISSION & GUIDANCE IN CONSPICUOUS PLACE ON WALL
ALL PROBABLY EXCELLENT AT PLANNING FOR THE EMPLOYMENT OF A SINGLE SERVICE - IT’S WHERE WE ARE COMFORTABLE
DEVELOP PLANS TO INTEGRATE THE JOINT ENVIRONMENTS OF LAND, MARITIME, AIR, SPECIAL OPERATIONS AND SPACE OPERATIONS WITHIN THE OPERATIONAL AREAS OF MANEUVER, FIREPOWER, PROTECTION, SUPPORT, AND COMMAND AND CONTROL
ADDRESS ENEMY AND FRIENDLY COGS
IDENTIFY THE MAIN AND SUPPORTING EFFORTS BY PHASE, THE PURPOSES OF THOSE EFFORTS, AND KEY SUPPORTING/SUPPORTED RELATIONSHIPS WITHIN THAT PHASE
IDENTIFY THE COMPONENT LEVEL MISSION AND TASKS (WHO AND WHAT) THAT WILL ACCOMPLISH THE STATED PURPOSES OF THE MAIN AND SUPPORTING EFFORTS - EXAMPLE OF NO TASKS LEADING TO AN INABILITY TO CONDUCT ANALYSIS AND COMPARISON (CAN’T DO ANALYSIS AND COMPARISON IF COMPONENTS AREN’T ASSIGNED MISSIONS AND TASKS
SINCE THE RESULTS OF DECEPTION OPERATIONS MAY INFLUENCE THE POSITIONING OF UNITS, PLANNERS SHOULD CONCEIVE MAJOR ELEMENTS OF THE STORY BEFORE DEVELOPING ANY COAS.
BRIEFLY ANSWER WHO, WHAT WHEN WHERE HOW AND WHY. NO FANCY GRAPHICS

10. Develop Initial COAs What to Avoid Nested COAs
NESTED COAs - START LIMITED AND GET PROGRESSIVELY BIGGER OR MORE INVOLVED
COA 1 - MILITARY FDO - SAIL CBG TO AOR
COA 2 - COA 1 PLUS LIMITED AIRSTRIKE
COA 3 - COAs 1 & 2 PLUS AMPHIB/AIRBORNE ASSAULT
OTHER EXAMPLE IS 7TH FLT AND STRAITS OF CHINA/TAIWAN MISSILE CRISIS IN 96. COA1 - SAIL CBG NEAR ACTION, COA 2 - PLACE CBG IN HARMS WAY, COA 3 - GET IN STRAITS AND ENGAGE MISSILES
TRANSITION
BEFORE WE FINISH, WE NEED TO DISCUSS MORE PROBLEMS THAT OFTEN OCCUR DURING THE COA DEVELOPMENT PROCESS
COA 2 includes all of COA 1
COA 3 includes all of COAs 1 & 2

11. More Pitfalls - The Intended COA - The Clone of the Intended COA
- The Throw Away
IN A LOT OF COMMANDS WE HAVE SEEN THE PLANNING PROCESS RESULT AS DEPICTED ON THIS SLIDE
A HIGHER LEVEL PLANNER DECIDES BEFORE ANY ANALYSIS WHAT THE COA WILL BE. THE JPG DEVELOPS A SECOND COA WHICH LOOKS LIKE THE INTENDED, BUT WITH ENOUGH DIFFERENCES TO ENSURE THAT IT WON’T PASS ANY DETAILED ANALYSIS. FINALLY, RIGHT BEFORE THE BRIEFING, A JUNIOR OFFICER IS GIVEN 15 MINUTES TO COME UP WITH A THROWAWAY COA TO ENSURE WE PRESENT THREE COA’S TO THE BOSS
THIS IS WRONG. WHAT IT DOES IS TAKE THE COMBINED FORCE COMMANDER OUT OF THE DECISION MAKING BUSINESS. WHAT WE HAVE INSTEAD IS A DECISION MADE BEFORE ALL FACTS WERE GATHERED AND ANALYSIS WAS DONE. IF WE DO THIS WE ARE MISREPRESENTING THE COMMANDER, NOT DOING OUR JOBS AS MEMBERS OF HIS STAFF
3 IS NOT A MAXIMUM - COULD DEVELOP MORE
IF TIME PERMITS, DEVELOP SEVERAL FEASIBLE COAS FOR BOTH ENEMY MPCOA AND MDCOA
PREEMPTING THE COMMANDER’S RESPONSIBILITY
IN THE DECISIONMAKING PROCESS ...

12. Course of Action Development
Task Steps
Brief COAs
to CCTF
Develop
Initial COAs
Initial Test
for Validity
Determine
C2 Means
COA Statement
& Sketch
CCTF Approves
COAs
Staff
Estimates
Vertical &
Horizontal
Planning
2ND STEP OF THE 8 STEPS IS THE INITIAL TEST FOR VALIDITY
Course of Action Development

13. Test the Validity of Each COA
Test for suitability
Test for feasibility
Test for acceptability
Ensure COAs are distinct (variety)
Test for completeness
YOU WILL HEAR THESE TERMS FREQUENTLY DURING THE DEVELOPMENT, ANALYSIS AND COMPARISON OF COURSES OF ACTION
LET’S EXAMINE THE MEANING OF EACH IN A LITTLE GREATER DETAIL

14. Suitable Does it accomplish the mission?
Does it meet the Combatant Commander’s and CCTF’s intent?
Does it accomplish all the essential tasks?
Does it allow the CTF to meet the conditions for the end state?
Does it take into consideration the enemy and friendly centers of gravity?
FIRST CHECK ON THE COA: DOES IT ACCOMPLISH WHAT WE SET OUT TO DO?
DOES IT MEET THE CCTF’S INTENT? - DON’T LET HIM BE THE ONE TO TELL YOU
DOES IT ACCOMPLISH ALL THE ESSENTIAL TASKS?- REMEMBER MISSION ANALYSIS
DOES IT ALLOW THE CTF TO MEET THE CONDITIONS FOR THE END STATE? BLOWN UP DAMS OR POWER PLANTS DO NOT HELP WITH POST-HOSTITLITIES
DOES IT TAKE INTO CONSIDERATION THE ENEMY AND FRIENDLY CENTERS OF GRAVITY?

15. Feasible
Does the CTF have the required resources to carry out the COA and accomplish the mission?
Will those resources be available in the JOA in time?
Forces/Capability
Transportation
Resupply
Facilities
Can the COA be carried out within the physical environment’s constraints?
DO WE HAVE THE FORCE STRUCTURE NECESSARY TO ACCOMPLISH THE TASK AND CAN WE GET IT THERE?
THE COA IS FEASIBLE IF IT CAN BE CARRIED OUT WITH THE FORCES, SUPPORT AND TECHNOLOGY AVAILABLE, WITHIN THE CONSTRAINTS OF THE PHYSICAL ENVIRONMENT, AND AGAINST EXPECTED ENEMY OPPOSITION
STORY ABOUT PLANNING FOR HA/DR
TAKING SUPPLIES OVERLAND WAS NOT FEASIBLE BECAUSE OF INFRASTRUCTURE PROBLEMS, YET PLAN THEY DID
THIS IMPLIES SOME SORT OF TRANSPORTATION ANALYSIS PRIOR TO THIS STEP
ALTHOUGH THIS PROCESS OCCURS AGAIN DURING COA ANALYSIS, AND THE TEST THIS TIME IS PRELIMINARY, IT MAY BE POSSIBLE TO DECLARE A COA INFEASIBLE
HOWEVER, IT MAY BE POSSIBLE TO FILL SHORTFALLS BY REQUESTING FILLS TO SHORTFALLS FROM THE CINC

16. Acceptable Does it contain unacceptable risks?
Does it take into account the limitations placed on the CTF?
Does it contribute to the higher commander’s strategic objectives?
Can it be accomplished within external constraints, particularly ROE?
Can it be accomplished against each enemy capability?
DO WE WIN THE BATTLE BUT LOSE THE WAR?
DOES IT TAKE INTO ACCOUNT THE LIMITATIONS PLACE ON THE CTF (POLITICAL/ROE) (CONSTRAINTS - MUST DO) (RESTRAINTS - MUST DO)
AGAIN, WE WILL CONDUCT THIS TEST DURING COA ANALYSIS
BUT THERE IS NO REASON TO CONTINUE TO DEVELOP A COA IF THE RISKS OR POTENTIAL LOSES ARE UNACCEPTABLE TO THE CCTF OR HIGHER AUTHORITY, UNLESS IT CAN BE MODIFIED TO AN ACCEPTABLE LEVEL OF LOSS
EXAMPLE OF GENERAL SETTING OUT WHAT RISKS HE WAS WILLING TO TAKE TO GET HN TO CAMBODIA EARLY: “SUPPLIES BEFORE THE FORTRESS” AND “WE ARE SOLDIERS AND ARE PAID TO TAKE RISKS”

17. Distinguishable/Variety
Are the COAs significantly different...
From CTF Commander’s perspective?
From the Combatant Commander’s perspective?
From the POTUS/SECDEF perspective?
COAs can be different when considering...
Focus or direction of main effort
Scheme of maneuver (land, air, maritime, special ops)
Primary mechanism for mission accomplishment
Task Organization
Use of reserves
THE FIRST TWO BULLETS ARE GENERALLY MET, BUT THE LAST ONE IS THE MOST IMPORTANT
ALTHOUGH NOT A NORMAL CHECK, VARIETY IN COAs IS NECESSARY. IF OUR COAs ARE ALIKE, THE CCTF, THE CoCommander, AND THE NCA HAVE NO DECISION TO MAKE
COMPLIANCE WITH COMBINED DOCTRINE HELPS ASSURE VARIETY.
WHAT MAKES COAs DIFFERENT?
1. FOCUS OR DIRECTION OF THE MAIN EFFORT
2. SCHEME OF MANEUVER (LAND, AIR, MARITIME, SPECIAL OPERATION)
3. PRIMARY MECHANISM FOR MISSION ACCOMPLISHMENT
4. TASK ORGANIZATION
5. USE OF RESERVES
VARIETY MAY ALSO COME FROM AN INCREMENTAL APPLICATION OF FORCE AS DISCUSSED IN NESTED COAs EARLIER

18. Complete
Are the COAs technically complete? Do the COAs adequately answer...
WHO will execute it?
WHAT type of action is contemplated?
WHEN will it begin?
WHERE will it take place?
WHY key actions are required?
HOW will it be accomplished?
AN OVERALL PRELIMINARY CHECK FOR COMPLETENESS INCORPORATES MAJOR OPERATIONS AND TASKS TO BE ACCOMPLISHED TO INCLUDE FORCES REQUIRED, LOGISTICS CONCEPT, EMPLOYMENT CONCEPT, TIME ESTIMATES FOR REACHING TERMINATION OBJECTIVES, RESERVE FORCE CONCEPT, AND END STATE

19. Course of Action Development
Task Steps
Brief COAs
to CCTF
Develop
Initial COAs
Initial Test
for Validity
Determine
C2 Means
COA Statement
& Sketch
CCTF Approves
COAs
Staff
Estimates
Vertical &
Horizontal
Planning
THE NEXT STEP IS TO DETERMINE COMMAND RELATIONSHIPS AND ORGANIZATIONAL OPTIONS
Course of Action Development

20. Determine C2 Means Determine command relationships
Operational Control (OPCON)
Tactical Control (TACON)
Support (General, Mutual, Direct, Close)
Others (Administrative control, Coordinating authority, Direct liaison)
Organizational options
Service components
Functional components
Subordinate CTFs
Combination of the above
Determine control measures
OPCON - ARMY’S TIGER BRIGADE TO CG II MEF DURING D.S.
TACON - ARMY APACHE HELOS USED 1ST NIGHT OF AIRWAR WERE TACON TO COMAFFOR FOR THAT MISSION
ATTENTION SHOULD BE GIVEN TO “SUPPORT” CATEGORIES TOO. IDENTIFY AND PRIORITIZE FORCES AND RESOURCES ALLOCATED TO SUPPORTING EFFORT
LET’S QUICKLY REVISIT THE SECOND BULLET, ORGANIZATIONAL OPTIONS

21. CTF Organizational Structure Examples
CCTF
NATIONAL C2 STRUCTURE
“X” FORCES
“Y” FORCES
COALITION – AD HOC
COMBINED – ALLIANCE, TREATY
OR OTHER FORMAL
AGREEMENT
CCTF
FUNCTIONAL C2 STRUCTURE
CNAVFOR
CARFOR
CAFFOR
CMARFOR
CSOTF
CPOTF
Historically, national component structure has been used in coalition operations, and functional component structure in allied operations

22. Example: Command & Control Structure
CCTF
HQ STAFF*
PUERTO PRINCESA/CEBU
VISCOM
SOUTHCOM
NDCC
WESCOM
CTG A
CEBU
CTG B
CAGAYAN DE ORO
CFACC
CLARK/CEBU
CFMCC
USS ESSEX/CEBU
AFP
USA/USMC
UK/NZ/CAN/AUS
ROK
CSOTF/POTF
AFP FI
MAL
SING TH BD
MADAGASCAR
CPOTF/CSOTF
KC-135
C-17/C-141/C-5
K/C-130
ESSEX ARG/MEU
ROKN TF
AUS LSH
UK FF
RPN TF 80
MALAYSIAN LST
We might also consider subordinate task forces, as in this example, if the area of operation is extensive and there are separate and distinct operations to be conducted in widely separated areas. These subordinate task forces in turn can be organized along a national or functional components basis. Due to the nature of the catastrophe facing a Coalition Task Force, and its large area of operation, this organization structure is a very viable option.
COORD
SUPPORTING
*INCLUDES BOARDS, BUREAUS, CELLS:
HA/DR COORD BOARD, ATO CHAIR, MTO (MARITIME), INFO OPS, ENGR COORD BOARD, MED SPT COORD BOARD
LOG SPT COORD BOARD, CIB

23. Course of Action Development
Task Steps
Brief COAs
to CCTF
Develop
Initial COAs
Initial Test
for Validity
Determine
C2 Means
COA Statement
& Sketch
CCTF Approves
COAs
Staff
Estimates
Vertical &
Horizontal
Planning
COA STATEMENT AND SKETCH
Course of Action Development

24. Prepare COA COA statement answers WHO, WHAT, WHERE, WHEN, HOW, WHY
Develop COA sketch
Task organize the force
Initial organization
THE COA STATEMENT ANSWERS SOME OF THE WHO, WHAT, WHEN, WHERE, HOW, AND WHY
SKETCH SHOULD BE GRAPHIC & EASY TO UNDERSTAND
I RECOMMEND THAT THE COAS BE DESCRIBED BY PHASE, AS MENTIONED WHEN WE LOOKED AT THE KEY PLANNING CONCEPTS SLIDE
DEVELOPMENT OF COAS BY PHASE MAY ALSO FACILITATE YOUR WARGAMING OR ANALYSIS EFFORTS
EXAMPLE: DEPLOYMENT, LODGMENT/BUILDUP DECISIVE ACTION, FOLLOW THROUGH REDEPLOYMENT
TASK ORGANIZATION IS LISTING OF FORCES AND HOW THEY ARE ORGANIZED

25. Example Phasing/Task Distribution
DEPLOYMENT
SHAPING
DECISIVE OPS
TRANSITION
Halt, Protect & Defend
Eject & Eliminate
Initiate IO Campaign
HA Coord
BPT NEO
Establish FOB
AIR Superiority
MARITIME Superiority
BPT CM
Protect/Defend Guppie/Nessie/SLOCs
IDP MGMT
EPW MGMT
BPT MIO
Seize Saipan
Seize Tinian
HA - Saipan/Tin
Eliminate Piranha Ability to Proj Pwr
Freedom of Navigation
HA Turnover
Turn over to HN Forces
Redeploy
CFLCC X
CFMCC
CFACC
CSOTF
CPOTF
CMOTF
CCTF
- Phase Main Effort/Task Supported Commander
- Task Supported Commander
- Task Supporting Commander
THIS SLIDE IS AN EXAMPLE OF TASK DISTRIBUTION BY PHASE OF AN OPERATION.
THE TASKS DERIVED FROM MISSION ANALYSIS, FELL INTO A PRETTY STANDARD OPERATIONAL PHASING TIMELINE.
THOSE TASKS WERE THEN GIVEN TO ELEMENTS OF THE TASK ORGANIZATION.
COMMAND AND CONTROL/SUPPORTED AND SUPPORTING RELATIONSHIPS WERE THEN DECIDED.
AFTER THIS PHASING AND DISTRIBUTION WAS DECIDED UPON, THE SKETCH WAS EASILY CONSTRUCTED TO DEPICT THE ACTION.

26. PHASE I: Deployment (C+0 TO C+7)
Example Sketch
PHASE I: Deployment (C+0 TO C+7)
This phase starts with execute orders from Supported Strategic Cdr. The purpose is immediately deploy forces, establish lodgment and gain SA. The main effort is for CFLCC to establish FOB on Guppie. This phase ends when 1 CVBG and 1 AEF(-) are present, and FOBs are established.
TASKS
CCTF: Initiate IO, RSOI
CFLCC (ME): RRF Deploys, est FOB
CFACC: Deploy, BPT NEO, Initiate operations to establish Air and Maritime Superiority
CFMCC: Deploy, Initiate operations to establish Air and Maritime Superiority, BPT NEO
CSOTF: Deploy, Est HQ, SR w/in OA
CPOTF: Begin PSYOP
CMOTF: Coord w/ NGO/IO/HN, Est CMOC
RRF L
FOB
TROPICAL
LIGHTNING
CVOA 1
ISR/AR
CSOTF
CPOTF
CMOTF
AEF(-)
ARG
BLUE RIDGE
CCTF
CFACC
SAG
FROM THIS EXAMPLE, YOU CAN SEE A PICTURE OF PHASE 1, EXPECTED DURATION, A DESCRIPTION OF THE PHASE START, WHAT IT INCLUDES, WHEN IT ENDS, AND THE TASKS THAT THE PARTS OF THE ORGANIZATION WILL ACCOMPLISH. THE MAIN AND SUPPORTING EFFORTS AS WELL AS THE SUPPORTED AND SUPPORTING ELEMENTS ARE SHOWN AS WELL.
A SKETCH SHOULD BE DEVELOPED FOR EACH OF THE COA’S PHASES OF THE OPERATION TO SHOW DETAILS THROUGHOUT.

27. Example Sketch C+31 to C+60 PHASE THREE: Decisive Action City T City G
MARFOR:
O/O conduct offensive
operations to secure
northern approaches
to City T
ARFOR:
Deploy ACR to forward
AA. O/O conduct
offensive operations to
clear central and southern
approaches. Air Aslt/Abn
Bde est. opnl reserve and
rear area defense.
AFFOR:
Maintain air superiority.
Conduct AI and strat atk
operations.
NAVFOR:
No change
JSOTF: XX
City T X
City G
HERE IS ANOTHER EXAMPLE THAT YOU CAN USE.
OF COURSE YOUR PLANNING SOP ADJUSTED TO MEE T THE OPERATIONAL AND COMBINED ENVIRONMENT PROBABLY CONVEYS TO YOUR COMMANDER WHAT HE NEEDS TO KNOW.
NO MATER HOW IT’S PRESENTED......
THE COA STATEMENT ANSWERS SOME OF THE WHO, WHAT, WHEN, WHERE, HOW, AND WHY - IT TELLS WHAT THE FORCE AS A WHOLE IS DOING - WE RECOMMEND DOING THIS FOR EACH PHASE
IMPORTANT TO IDENTIFY WHAT ENDS ONE PHASE AND WHAT BEGINS ANOTHER
THE SKETCH IS A GRAPHIC DEPICTION OF THE WHO, WHAT, WHEN, WHERE, WHY AND HOW
C+31 to C+60
This phase completes the introduction of combat forces (Phase II) and begins offensive operations to evict all aggressors from the sovereign territory of Blueland. Operations will be conducted along two axes. Phase is complete upon restoration of territorial integrity of Blueland.

28. Course of Action Development
Task Steps
Develop
Initial COAs
Initial Test
for Validity
Determine
C2 Means
COA Statement
& Sketch
Brief COAs
to CCTF
BRIEF COAs TO THE COMMANDER
The MTG has an example, BUT MAY WANT TO USE AND ADJUSTED TO COMBINED BRIEF SHELL OUT OF YOUR PLANNING SOP FOR BRIEFING THE CCTF.
CCTF Approves
COAs
Course of Action Development
Staff
Estimates
Vertical &
Horizontal
Planning

29. Brief COAs to CCTF C2 CPG (Sample Format) Updated CIPB Enemy COAs
Most likely
Most dangerous
CPG
Updated facts and assumptions
Review Higher Mission and Intent
Review CTF Mission and Intent
BRIEFING INCLUDES KEY ELEMENTS OF EACH COA AND THE PRIMARY MEANS BY WHICH IT WILL ACCOMPLISH THE MISSION
EXAMPLES
“MISSION WILL BE ACCOMPLISHED BY DEGRADATION OF ENEMY FORCES BY MEANS OF MASSED ARMOR AND AIR ATTACKS’ OR
“MISSION WILL BE ACCOMPLISHED BY DESTRUCTION OF C2 BY SUSTAINED STRATEGIC STRIKES AND INTERDICTION OPERATIONS, FOLLOWED BY PENETRATION OF GROUND DEFENSES AT OBJECTIVES A AND B.”
“MISSION WILL BE ACCOMPLISHED BY PROVIDING SECURE AREAS INTO WHICH REFUGEES CAN COME TO RECEIVE SERVICES.”
“MISSION WILL BE ACCOMPLISHED PRIMARILY THROUGH REPAIR TO APODS, SPODS, AND OTHER HOST NATION INFRASTRUCTURE”

30. Brief COAs to CCTF CPG Others (C1/C4/C6)
COA statements (tasks) and sketches
Command and Control recommendations
Summary of each COA
Rationale for each COA
Risks associated with each COA
Summarize/emphasize distinction among COAs
Others (C1/C4/C6)
Updated facts and assumption, if available
Recommended COAs in priority for wargaming

31. Course of Action Development
Task Steps
Brief COAs
to CCTF
Develop
Initial COAs
Initial Test
for Validity
Determine
C2 Means
COA Statement
& Sketch
CCTF Approves
COAs
Staff
Estimates
Vertical &
Horizontal
Planning
NEXT, THE COMMANDER WILL APPROVE THE COAs
Course of Action Development

32. CCTF Approves COAs Commander’s options
Approve COAs for further analysis
Direct revisions to COAs
Combinations of COAs
Additional COAs
WORD OF CAUTION
CONTINUE TO WORK ON ALL THE APPROVED COAs, NOT JUST THE ONE THAT THE J3 OR J5 BELIEVES THE CCTF SEEMS TO PREFER

33. Course of Action Development
Task Steps
Develop
Initial COAs
Initial Test
for Validity
Determine
C2 Means
COA Statement
& Sketch
Brief COAs
to CCTF
NEXT STEP IS TO CONTINUE THE STAFF ESTIMATE PROCESS
CCTF Approves
COAs
Staff
Estimates
Course of Action Development
Vertical &
Horizontal
Planning

34. Conduct Initial Staff Estimates
Each staff element addresses each COA from its own perspective
Staff prepares for COA analysis, COA comparison, and COA recommendation and selection
NEXT STEP IS DETAILED ANALYSIS - TAKE COAS BACK TO RESPECTIVE STAFF SUBJECT MATTER EXPERTS AND ALLOW THEM TO GET FAMILIAR WITH THE COAS - OFTENTIMES NOT DONE WELL.
ADVANTAGES AND DISADVANTAGES OF EACH OF THE COAS CONSIDERED WILL BE INCLUDED IN THE COMMANDER’S ESTIMATE MESSAGE FORWARDED TO THE CINC (Combatant Commnader) AND, ULTIMATELY, TO THE NCA

35. Course of Action Development
Task Steps
Brief COAs
to CCTF
Develop
Initial COAs
Initial Test
for Validity
Determine
C2 Means
COA Statement
& Sketch
CCTF Approves
COAs
Staff
Estimates
Vertical &
Horizontal
Planning
CONDUCT VERTICAL AND HORIZONTAL PARALLEL PLANNING
Course of Action Development

36. Conduct Concurrent Planning
Discuss (vertical and horizontal) planning status with counterparts, higher and lower
Coordinate planning with staff counterparts from other functional areas
Permits adjustments in planning
C2 - COMUNICATE AND COORDINATE
ADDITIONAL DETAILS WILL BE LEARNED FROM HIGHER AND ADJACENT ECHELONS
PERMITS LOWER ECHELONS TO BEGIN COLLABORATIVE PLANNING EFFORTS AND GENERATE QUESTIONS (REQUESTS FOR INFORMATION/INTELLIGENCE) THAT RESULT
USE OF COMPONENT LIASONS IS CRITICAL- THEY NEED TO BE ABLE TP SPEAK FOR THE COMPONENT CC
WORD OF CAUTION - THE PROPOSED COAs MUST BE STAFFED THROUGH THE COMPONENT ORGANIZATIONS AS WELL AS THE CTF STAFF
EVERYBODY WHO PARTICIPATES IN COA ANALYSIS (THE NEXT STEP) MUST HAVE A COMMON UNDERSTANDING OF WHAT THE APPROVED COAs ARE

37. Crisis Action Planning Process
Situation
Development II
Crisis
Assessment
III
Course of
Action
Development IV
Course of
Action
Selection V
Execution
Planning
OPORD VI
Execution
Deployment
Data Base
Warning
Order
Planning
Order
Alert
Order
Execute
Order
AND/OR I
Mission Analysis/
Restated Mission
THE COA DEVELOPMENT PHASE OF CAP IMPLEMENTS AN NCA DECISION TO DEVELOP MILITARY OPTIONS IN RESPONSE TO A CRISIS
COA DEVELOPMENT FOR A CTF WILL USUALLY BEGIN UPON RECEIPT OF A COMBATANT COMMANDER’S WARNING ORDER
THE WARNING ORDER WILL ESTABLISH COMMAND RELATIONSHIPS AND IDENTIFY THE MISSION AND ANY PLANNING CONSTRAINTS THE CTF STAFF MUST CONSIDER
NEED FULL UNDERSTANDING OF PROBLEM TO DEVELOP COAS AND THIS WILL ONLY COME FROM PROPER MISSION ANALYSIS II
Course of Action
Development
III
Analysis of Opposing
Courses of Action IV
Comparison of Own
Courses of Action V
Commander’s
Decision
Commander’s Estimate Process

38. COALITION/COMBINED TASK FORCE TRAINING
QUESTIONS?

39. Multinational Force Course of Action Development
COALITION/COMBINED TASK FORCE TRAINING
Multinational Force Course of Action Development
SUBJECT TO YOUR QUESTIONS, THIS COMPLETES THIS BLOCK OF INSTRUCTION.

40. Determine Command Relationships
COA Development
Planning Cells
Develop Essential
Tasks
Integrate &
Synchronize
Essential Tasks
Determine
Operational
Phasing
Identify
Sequencing
Brainstorm
Initial COAs
Focus on COG&decisive
points
Use joint architecture
Maneuver
Fires C2
Force protection
Support
Example:
I. Pre-hostilities
II. Lodgment
III. Decisive combat
IV. Follow Through
V. Post-Hostilities &
Redeploy
Who
What
When
Where
How
Land
Maritime
Air
Space
Special Ops
Simultaneous
Sequential
Combination
Develop
IO/IW
Support
Identify
Component
Level
Mission/Tasks
Identify
Main and
Supporting Effort
Initial COA Sketches
Phase
Purpose
Key supporting/
Supported relationships
(COA) development: Tasks in this step of the process normally begin with the receipt of a JCS Warning order. However, it may be anticipated by the JPG/OPG who would begin the process prior to receiving a Warning Order.
The JPG/OPG should develop COAs for the HHQ, using JOPES, and submit Evaluation Request Messages to components/CTF as necessary. Components evaluate COAs and provide information in the form of an OPREP-1 Evaluation Response. The JPG/OPG then uses this information to prepare the HHQ’s OPREP-1 Commander’s Estimate.
From Task Steps for
UJTL TASK: ST COORDINATE AND INTEGRATE POLICY FOR THE CONDUCT OF THEATER OPERATIONS
Ensure applicable Department of Defense and theater policy is considered during COA development, comparison, and analysis (Task Step ST 851-III-03). Consider applicable policies for the following based on mission requirements:
Security assistance.
Foreign internal defense.
Antiterrorism.
Counter-drug.
Domestic support.
Determine Command Relationships
1. Who will execute (type of forces)?
2. What type of action or major tasks are contemplated?
3. Where will tasks occur?
4. When will tasks begin?
5. How? Don’t usurp CTF/Component prerogative.
6. Why - For what purpose will each force conduct its part of the operation?
Test Validity
Refine Battlespace
Suitability
Feasibility
Acceptability
Variety
Completeness
Conduct
Lift Analysis
COA Analysis

41. + + { Summary of COA Development, Analysis, Comparison & Selection
Staff Estimates +
COA Deployment
Considerations
COA Development
Component
Input
Review tasks, guidance, intent, and mission
Brainstorm
Test draft COAs
Determine C2
Prepare COA statement and sketch
Brief HHQ
Staff estimates are ongoing
Enter deployment requirements into JOPES database
Identify infrastructure
Conduct Gross Transportation
Feasibility Estimate
Sequencing of forces
Develop movement C2 architecture
Mission and Tasks
Statements, sketches &
task organization
Warning Order
Evaluation Request Message
Commander’s
Guidance
COA Analysis
Advantages & disadvantages
Wargame record
Staff estimate updates
Updated Staff
Estimates
Gather tools, material, and data
List assumptions, critical events, decision points
Select wargame method
Select technique to record and display wargame results
Conduct wargame
Commander’s
Own Analysis &
Comparison
Component
Input
COA Selection
SUITABLE - MUST ACCOMPLISH MISSION AND COMPLY WITH HHQ’s GUIDANCE.
FEASIBLE - MUST ACCOMPLISH MISSION WITHIN ESTABLISHED TIME, SPACE, AND RESOURCE CONSTRAINTS.
ACCEPTABLE - MUST BALANCE COST WITH ADVANTAGE GAINED BY EXECUTING A PARTICULAR COA.
DISTINGUISHABLE - EACH COA MUST BE SIGNIFICANTLY DIFFERENT FROM OTHERS.
COMPLETE - INCORPORATES MAJOR OPERATIONS AND TASKS TO BE ACCOMPLISHED TO INCLUDE FORCES REQUIRED, LOGISTICS CONCEPT, DEPLOYMENT CONCEPT, EMPLOYMENT CONCEPT, TIME ESTIMATES FOR REACHING TERMINATION OBJECTIVES, RESERVE FORCE CONCEPT, AND END STATE.
Who, What Why, When, Where, and How.
Why - Commander’s intent How - Force employment
Also need to develop a rough TPFDD to look at logistics feasibility.
Wargaming is a conscious attempt to visualize the flow of a battle, given CTF strengths and dispositions, enemy assets and possible COAs, and the joint operating area. It attempts to foresee the action, reaction, and counteraction dynamics of an operation.
Wargaming stimulates thought about the operation so the staff will obtain ideas and insights that otherwise might not have occurred. This process highlights tasks that appear to be particularly important to the operation and provides a degree of familiarity with operational level possibilities that might otherwise be difficult to achieve. may also spur branches and sequels planning based on results-modification to COA.
Wargaming rules: (1) remain unbiased; (2) accurately record advantages and disadvantages as they become evident; (3) continually assess feasibility; (4) avoid drawing premature conclusions and gathering facts to support such conclusions; and (5) avoid comparing one COA with another during the wargame.
A synchronization matrix is a method of recording the results of wargaming. This process allows the staff to synchronize the COA across time and space in relation to the enemy most likely COA. (slide of synch matrix?)
Look at phasing to focus effort.
Conduct a detailed analysis with the entire staff to determine the recommended course of action.
Use a decision matrix with criteria developed from the commander’s guidance, critical events, and other significant factors pertaining to the mission to analyze the COA.
Quantify each COA by ranking them for each criterion.
Example of decision matrix in CTF HQ MTG, 5-II-52 +
COA Deployment
Considerations
Evaluated COAs
Staff’s / DHHQ/ Recommended COA
COA Comparison
Determine comparison criteria
Construct comparison method
Conduct COA comparison
Determine recommended COA
Receive deployment estimate
Conduct TPFDD refinement
Review recommendations
Review CJCS/NCA guidance
Apply own analysis, judgment, and experience
Select COA / make appropriate modifications
Commander’s Estimate
Warning Order
Component
Parallel
Planning {
Provide Recommended COA
Receive deployment estimate
Conduct TPFDD refinement