1. Introduction to the Joint Military Appreciation Process (JMAP)
How many here are familiar with the JMAP principles behind military planning?
How many have operated in a joint environment and used the JMAP (or something similar) in anger?
Bottom line – it’s how to plan effectively.

2. References ADFP 5.0.1 – Joint Military Appreciation Process (JMAP)
ADDP 5.0 – Joint Planning
ADDP 2.0 – Intelligence
ADDP 3.0 – Campaigns & Operations
ADDP 4.2 – Support to Ops (Log)
Aide memoirs & briefing formats for each JMAP step are included as annexes to ADDP You can follow along with your handouts by referencing to the aide memoirs. Begin on page 3A-1 to follow along during Mission Analysis. 3

3. Aim
To create a basic familiarity with the Joint Military Appreciation Process (JMAP) doctrine.
Refresher from LCDR Proctor’s lesson yesterday on HQ processes.

4. 4 Key Takeaways JMAP is the only “Joint” planning process
Requires Commander’s input at all stages
Requires constant Joint Intelligence Preparation of the Operational Environment (JIPOE) updates to remain current
Needs the input of all staff functions to be successful
SUMMARY
BUILD
JMAP is the only “Joint” planning process
Requires commanders input at all stages
Requires constant JIPB updates to remain current
Needs the input of all staff functions to be successful

5. Used to focus the planning staff on the impending operation planning activity.
Normally precedes the Joint Intelligence Preparation of the Battlespace (JIPB) and the Joint Military Appreciation Process (JMAP).
The COMD’s initial guidance is an essential element of PS.
Initial planning guidance is given so that the planning staff can commence the process with the Commanders intent and a direction. The commanders intent will be cognisant of the higher level direction which the planners may not have. The intent and direction can change as the situation develops.
Commanders Intent can be specific if time is limited
Preliminary scoping is not designed to situate or limit the JMAP but it does allow the Commander to verbalise what he perceives as the main issue

6. Preliminary Scoping (PS)
Provides context for the conduct of the JIPOE and JMAP. Should normally cover:
Commander’s initial guidance
Strategic level direction
Intelligence update
Status of current operations
Time constraints and planning considerations
Force preparation and capability requirements
Commander’s Initial Guidance
Commander’s initial guidance, or refined and updated Commander’s initial guidance if provided prior to preliminary scoping
Intelligence Update
This will be very quick and usually just what has either come from CNN/Media or what was available in storage in the J2 repository of HQJOC
Status of Current Operations Will come direct from the JCC watchkeeper at HQJOC and will include potential conflicts with assets, possible other activities occurring simultaneously and potential availability of ADF assets
Time constraints and planning considerations
Time constraints. The commander may not be able to control the time available for the operation, however, time available and the balance of time used for both planning and execution can be controlled. Regarding joint operations planning, the commander may consider:
whether or not to become intimately involved in the process—an increase in the commander's involvement will allow decisions to be made during planning which avoids waiting for detailed briefings after each planning step;
the provision of specific direction in the commander's initial guidance, limiting nugatory options and focusing staff on those planning aspects the commander feels are most important;
limiting the number of courses of action (COA) to be developed and analysed, in order to develop a workable plan that achieves the Msn within the time available;
maximising parallel planning through the issuing of warning orders and sharing appropriate information with subordinate HQ, especially JIPB products (while this is an extremely effective method of increasing tempo, it must be balanced against the risk that the efforts of subordinate HQ will be wasted through planning based on incorrect knowledge); and
generally, one third of the planning time for the operation (the time between receipt of strategic level guidance to plan and expected receipt of the operation plan execute order), should be used by the operational-level HQ for planning, preparing and issuing orders or instructions, and two thirds of the available time should be used by the subordinate HQ to plan and generate supplementary orders.
Force Preparation and Capability Requirement. relevant to the particular branch usually. . Service HQ staff may also provide updates on available capabilities and/or other critical Service specific issues that may impact on the impending operation however, this is unlikely to be conveyed at this early stage.

7. JIPOE commences when a change in the threat or a shift in the operational posture occurs.
The JIPOE should be completed prior to commencement of the JMAP to allow for optimal intelligence input. However tight time frames often force intelligence staff to provide commander and staff initial estimates of the environmental effects and adversary COAs, so that J5 staff can commence the JMAP.
JIPOE outputs constitute the intelligence inputs to JMAP. The four steps of the JIPB do not equate to the four steps of the JMAP.
A four step process that primarily supports the JMAP. The JIPOE normally precedes the JMAP as outputs are often essential inputs to the planning process.
JIPOE is primarily a HQ Intelligence staff function.
JIPOE is normally coordinated by the Intelligence staff with support/inputs from all HQ staff branches and other agencies at the strategic and operational level. 7

8. JIPOE: Steps Analysis of the Operational environment
Define the Operational Environment
Describe the Operational Environment Effects
Analysis of the Adversary
Evaluate the Threat (inc En COG Matrix)
Determine Adversary Courses of Action (COA)
Open Handbook to Annex A to Chapter 2
These are the four steps used to develop the JIPB. At the beginning of the JMAP process, the JIPB has not yet begun. We will now look at the JMAP process, and I’ll explain where JIPB begins and how each of these steps fit in. The key point to remember is that the JMAP process drives the JIPB and steps 3 and 4 of the JIPB will not be complete until sometime after MA begins.
The planning time available and the size of the HQ will limit the detail of the JIPB products. Determining which products are required and their relative priority depends upon the commander’s guidance, time available, information requirements and the demands of the situation.
It is stressed that the four JIPB steps are not linked in any way to the four JMAP steps. JIPB may in fact be conducted in isolation from the JMAP and may been completed well prior to the operation development.
Define Battlespace Environment by – 1. Review the situation; 2. Scope the threat; 3. Identify significant environmental characteristics
Describe Battlespace Effects by – 1. analysis of physical and non-physical characteristics of battlespace; 2. summarise critical effects and issues; 3. identify parameters of AIR and AII
Evaluate the Threat by -1. review adversary situation; 2. analyse adversary capability; 3. conduct adversary MA; 4. undertake threat modelling.
Determine Adversary COAs by – 1. review adversary MA; 2. develop adversary COA; 3. develop indicator lists and matrices; 4. produce draft ICP.

9. JIPB commences when a change in the threat or a shift in the operational posture occurs.
The JIPB should be completed prior to commencement of the JMAP to allow for optimal intelligence input. However tight time frames often force intelligence staff to provide commander and staff initial estimates of the environmental effects and adversary COAs, so that J5 staff can commence the JMAP.
JIPB outputs constitute the intelligence inputs to JMAP. The four steps of the JIPB do not equate to the four steps of the JMAP.
A four step process that primarily supports the JMAP. The JIPB normally precedes the JMAP as outputs are often essential inputs to the planning process.
JIPB is primarily a HQ Intelligence staff function.
JIPB is normally coordinated by the Intelligence staff with support/inputs from all HQ staff branches and other agencies at the strategic and operational level. 9 9

10. What is JMAP?
Logical decision-making process that incorporates all staff functions towards developing the most appropriate plans
Basis for joint planning within the ADF
(Immediate and Deliberate)
Interoperable with allied forces
Joint Operation Planning Process (JOPP) (US)
The Estimate Process (UK)
Military Decision Making Process (MDMP) (USMC)
JMAP is a logical decision-making process that analyses all the relevant factors in a situation and coordinates all staff functions towards the development of the most appropriate plan of action. 
It facilitates the rapid planning and complex decision making required at the operational level of war in modern conflict and its introduction was motivated by the need to formally introduce a common staff-planning process across the three Services. 
Effective decision making must take account of all aspects of operational planning. This includes deliberate planning prior to operations (contingency planning), immediate planning (responsive and quick planning during operations) and the concurrent planning of future operations. The JMAP facilitates dynamic planning that addresses changes to the situation and post H hour analysis. The process enables the commander to select courses of action (COA) with an understanding of the associated risks. 2

11. Operational Level The Concept Of Operations (CONOPS)
JMAP is predominantly used at the Operational level and covers:
Creation of Areas of Operation (JFAOs)
Courses Of Action (COAs)
Force Assignment
Logistic Feasibility/Sustainability
Command and Control
Risk Management
The Concept Of Operations (CONOPS)
THESE ARE THE PRODUCTS YOU CAN GET FROM JMAP PROCESS
Develop what need to do
Look at your capabilities and their available
Develop ides on what the enemy is going to do
Makes you develop C2 - especially navy
EG OP RELEX - MFU under MHQ control rather NORCOM even though NORCOM using it
Risk management - at the operational level
This is not well documented, therefore little guidance available
EG Risk in ongoing today (CAN DO ATTITUDE, may have repercussions that mean failing at mission)
The JMAP itself is a tool that allows for the management of risk within the battle-space. No matter at what level of command, a commander and staff must be clear on the degree of risk that their superior is prepared to accept. Risk management is the systematic application of procedures and practices to the task of identifying, analysing, assessing,controlling and monitoring risk and is applied throughout the JMAP. Rather than limiting activities through restrictive safety concerns, risk management allows the full operational potential to be achieved through managing rather than avoiding risk.

12. WE LOOK AT OURSELVES AND WHAT WE ARE TRYING TO ACHIEVE

13. Mission Analysis (MA) Mission Analysis ensures that:
Commander and planning staff clearly understand the Superior Commander’s intent, one and two levels up.
Planning is focused within the boundaries of that intent.
The mission and tasks are identified that are essential to successfully satisfy the superior Commander’s intent and achieve the end state.
Mission analysis ensures that the commanders and staff are clearly understand the intent of their superior commander up to two levels above (ie that of the CJOPS, CDF and government). This focuses planning within the boundaries of that intent.
The intent will have boundaries so as to be part of the whole of government approach to the situation. Other government agencies that may be involved include: DFAT, Aust Customs Service, Australian Federal Police just to name a few. It assists commanders and their staff to identify the mission and the tasks that are essential to the successful outcome of their superior’s plan.
Mission analysis results in a clear statement of the commander’s mission and intent, and through clear commander's guidance, provided the basis for all the subsequent decision making and planning.

14. Mission Analysis: Steps
1. Review the situation
Identify and analyse Superior Commander’s intent and develop own mission
Identify and analyse tasks
Determine freedom of action
Identify critical facts and assumptions
6. Draft Commander’s guidance
These are the doctrinal steps in the Mission Analysis phase of the planning cycle. We will now look at each one in depth. This is the foundation for all the subsequent products that the JPG will produce. Care and attention to detail here will prepare you well for being able to convince the Commander of your analysis, along with having answers to the questions the Commander will ask that you haven’t thought of yet.

15. MA Step 1: Review the Situation
Critical to the formulation of the Mission:
Review the operational environment and environment effects (JIPOE)
Review lessons learned
Review own forces (COG Analysis)
Analyse time factors
This step has been skipped over very quickly and it is most often where COA Analysis finds issues that haven’t been fully investigated here. Examples of poor MA include not reviewing lessons learned data bases and incomplete COG analysis that is not incorporated into COA Development.
ADFAADS is still available until the new system is introduced, however, it is a Lotus Notes Data Base on the DSN. There is also now a J83 web portal on the DSN that has quite a comprehensive lessons Identified/Learned spreadsheet for many of the operations from the past six years
Review of own forces is often assumed away and the Analysis is not carried out. Centre of Gravity is a significant discussion in its own right and all members of the JPG need to accept the group Centre of Gravity for own forces. It can be changed later but you need a start point. Construct of the Matrix at this stage should be for Own Forces analysis to go to Critical Capabilities and at best down to Critical Requirements. Critical Vulnerability analysis is usually not carried out until validation of COA Dev and construction of the Synchronization matrix is complete.

16. MA Step 2: Identify and Analyse Superior Commander’s Intent and develop own mission
What guidance has been given by the Superior Commander/Government – Other Governments
Usually articulated by Purpose, Method and Endstate
Purpose: To restore Whiteland Sovereignty
Method: Overwhelming Force by air and sea to remove Red from Whiteland
Endstate: Red unable/unwilling to obtain Whiteland by military action
Review of superior commander’s intent should be conducted with government guidance, CDF warning order and any other strategic guidance to allow the planners to articulate what role they have in achieving the higher level outcomes. Objectives should be teased out here as well as some formulation of any issues that may preclude military actions, ie ROE or application of LOAC to particular situations. 16

17. MA Step 2: Identify and Analyse Superior Commander’s Intent and develop own mission
Who?
What?
Where?
When?
Why?
At this point, HQJOC Mission Statement should be developed in this format. By using this format, we can develop a clear understanding of the operational mission.
Care should be taken when choosing WHAT is to be done. Operational tasking verbs are located in ADFP 101 in the glossary of terms. Only use those that are provided because different services within Australia will have different meanings for the same tasking verb. Having said that, we will also provide you with a list of operational tasking verbs and their definitions according to HQJOC.
The mission statement can be as simple as a sentence, or as complex as a few paragraphs.
Note that WHEN is a factor that can be placed into the mission statement but is not absolutely necessary.
Eg. Someone is to do something in a certain area by a time in order to achieve something.

18. Example Mission
Who Blue Force What are to defeat Red Force military operations
Where in AO Bell When from 01 Jun Why in order to maintain Blue sovereignty
NEUTRALISE can be interpreted many ways and it is implicit upon the Cmdr to ensure his subordinate planners understand the left and right of arc of this term.
Ask the question of the audience. Do you believe that this mission has been achieved in Afghanistan?
Leave it at that

19. MA Step 3: Identify Tasks
Specified: (and Essential)
- Protect Blueland interests
- Ensure Safety of Blueland personnel and AFN
- Prevent Enemy Fighter Deployment
Implied:
- Force preparation and concentration
- Conduct Air Defence of JFAO
- Deploy SF to White IsIand
- Conduct Rear Area Security (RAS) E
This is where there can be some confusion. Source of many of the specified tasks will come from the CDF Warning Order or from CJOPS himself. The key here is to then get them to think about implied tasks, ie deploy a force to an offshore location as a specified task will require a FMB onshore so some of the implied tasks will be:
to establish a FMB,
to provide transport from current location to FMB,
to provide Force Preparation etc
The discussion should then head to Essential Tasks, those being the tasks that must be completed to achieve mission success. Many people believe that all specified tasks must be completed for mission success – not so.
Example is pretty easy to talk through

20. MA Step 4: Determine Freedom of Action
LIMITATIONS
Constraints: (Things we have no control over)
Weather
Time
Distance
Restrictions: (Placed by higher authority – may be changed)
Adherence to the Rules of Engagement (ROE)
Minimise collateral damage
Notice To Move (NTM) of units
PHYSICAL constraints
VERBAL/WRITTEN restrictions
*** DON’T FORGET TO TALK ABOUT RISK ***

21. MA Step 4: Determine Freedom of Action
RISK
Most operational risks cannot be eliminated entirely.
Measured against the operational requirements and mission.
Expressed in terms of a trade-off continuum = cost-benefit analysis.
Risk can usually be effectively reduced – risk mitigation. [But what is the cost?]

22. MA Step 5: Identify Critical Facts and Assumptions
Red Forces have invaded White Island
Red strike aircraft have range to strike over White Island
UN has indicated they will not become involved
Assumptions: (to be turned into facts through CCIR process)
The international community will support our operations
No third party direct involvement on either side
USA will provide us with CIS, Intelligence and Log support
Red soldiers are susceptible to IO (PSYOPS)

23. MA Step 6: Commander’s Guidance
At the final stage of Mission Analysis, the Commander is briefed and then delivers formal guidance for the following JMAP steps.
This guidance can be given by the Commander or provided by planning staff for commander’s approval.
On the completion of MA the JPG, usually the Chief of Staff, will back brief the Commander. Depending on the style of the commander, this may take different formats but more than likely the Commander will then address the JPG and provide confirmation of the Mission and a way ahead for COA Development.

24. HOW CAN WE AFFECT THE ADVERSARY TO ACHIEVE THE MISSION?
Commanders guidance - this is the stage in which you flesh it out into a detailed plan
Determine what is your scheme of manoeuvre
Don’t forget your Mission Analysis - Your intelligence on the enemy actions and all the research you have conducted during Mission analysis can be used to develop your COA
COA Development takes the products of MA (including COMD’s guidance) and uses them to develop a number of COA. The aim of COA Development is to create a number of appreciably different COA that meet the COMD’s intent and mission, and are sufficiently detailed to be analysed in the next step of the JMAP.

25. COA Dev: Steps Confirm Centre of Gravity (COG) Review COG analysis
Develop broad COA
Develop decisive points (DP)
Develop lines of operation (LOO)
Develop detailed COA
Test COA
Again it is important to spend some time on all these steps but the critical one here is step two. The product from this should be identification of Critical Factors of both the Adversary and Friendly forces to feed into the Decisive Point development.
Critical Factor discussion should be conducted here and use the next two slides to demonstrate what is a critical factor.

26. COA Dev Step 1: Confirm COG
Definition:
A characteristic, capability or locality from which a military force, nation, alliance or other grouping derives its freedom of action, strength or will to fight.

27. COA Dev Step 2: Review COG Analysis
CC1
CC2 CR CV
CC3
CC Critical capabilities, CR Critical requirements, CV Critical vulnerabilities

28. COA Dev Step 2: Review COG AnalysisCV
COG CR
CC1
CC3
CC2
NOTE HOWEVER THAT SOME CV’S WILL HAVE MUCH MORE OF AN EFFECT OR LEVERAGE ON THE COG
OUTCOMES:
Identify adversary Critical Vulnerabilities that could be effected by Friendly actions to defeat their COG
Identify Friendly Critical Capabilities/Requirements that need to be protected to prevent adversary effecting own COG

29. COA Dev Step 3: Develop Broad COAs
Broad COAs are now created:
Direct Approach (Comd guidance)
Indirect Approach (Comd guidance)
Review of Adversary’s:
Most Likely COA (JIPOE)
Most Dangerous COA (JIPOE)
Review of wider aims and intent (WNGO)
Commander’s Guidance
To achieve the CMDRs themes DPs can be sequenced in multiple ways. As such you may get multiple Broad COAs from one CMDRs theme, or you may get just one Broad COA. The Point is that you are developing multiple options for CMDR given the themes he has prescribed.
Different COAs can be developed from each Theme emphasising various aspects such as main effort timing of effects (DPs) and risk. The resequencing of the DPs may occur in order to achieve these varying aspects
Note: Emphasise focus on OpArt in this activity

30. COA Dev Step 4: Develop Decisive Points (DP)
Definition:
A geographic place, key event, critical factor, or function that, when acted upon, allows a commander to gain a marked advantage over an adversary or contribute materially to achieving success.
DPs are created from the amalgamation of like tasks (in time or space) elicited from:
Specified, implied & essential tasks
Blue actions to attack Red COG
Blue actions to protect own COG

31. COA Dev Step 4: Develop Decisive Points (DP)
A DP will articulate:
A purpose,
Outcome,
Task, or
Effect
Expressed in past tense
Must be measurable in terms of time, space or magnitude
Does not negate the requirement to achieve Specified Tasks
( )
When creating DPs, planners should always:
SLIDE· Define them in terms of their effect on the enemy, environment, or friendly forces. Or articulate a cumulative effect on multiple CV/CRs using operational terms such as Air Parity, Sea Control.
SLIDE - Ensure that they are measurable.which can be very difficult -- ( eg Degradation of C2 or IO). But you have to know when they have been achieved (according to the your effectiveness criteria)
SLIDE· Clearly articulate their purpose. Why you are creating that effect
(When selecting DPs you should draw from the Possible Effects from your CC Analysis. This is not to limit your selection of DPs to the restrictions placed upon you. These may be lifted during the conduct of operation). Be careful however, of undertaking nugatory staff work.
Simplistically a DP should be expressed as an effect with a purpose.

32. COA Dev Step 5: Develop Lines of Operation
DP1 - RED FREEDOM OF UNOBSERVED MANOEUVRE DENIED
DP2 - FORCE CONCENTRATION AND PREPARATION COMPLETED DP3 - RED SLOC TO WHITE ISLAND DENIED DP4 – RED ALOC TO WHITE ISLAND DENIED
TIME
DP 1
DP 2
DP 3
DP 4
COG
OPERATIONAL
ENDSTATE
DPs are then arranged in order to comply with the commanders broad themes, ie be very aggressive or be very passive will change the order in which the DPs are sequenced, ie you might wish to achieve DP1 after DP2 but conduct aggressive ISR activities such as some fast jet incursions, high visibility activities including rapid deployment of NTG into International waters adjacent to KAM territory.

33. COA Dev Step 6: Develop Detailed COA
PREPARATION
TIME
CDP
DP 1
DP 2
DP 3
DP 4
DP 5 1 2 3 4
DEPLOYMENT
DETERRENCE
SUSTAIN
COG
DP 6
OPERATIONAL
ENDSTATE
The Phases of the Operation will depend on the Mission and sequencing. Each Operation will be different and has to be planned on its own merits. You will find there are some generic phases that can be used but you must remain flexible in determining the staging and don’t fall into the trap of using the generic staging guide as law /gospel.

34. SYNCHRONISATION MATRIX
BLUE
Red
Action
Deep
Close
Rear
BATTLESPACE
Tasks
Phase
Main Effort
D to D +3
Deductions
Time
Sustainability
Specified:
Implied:
Essential: 3
Recce White Is, covert SF deployment to WI, 1 x FFG port visit. Increase ISR - P3C
Force preparation and concentration, logistic stockpiling, reduce NTM/NFS 1
2,3
Increased stock build-up, POL to airbase and agreed point
DP 3,4 achieved
Deterrence
Increase ISR - P3C/SSK/SF/JORN
The Matrix provides for each phase
the main effort of the phase
A time line
What forces and activities are occurring in the Deep, Close and Rear
Sustainability issue
Deductions made during the Phase EG what DPs have been achieved or effected 94

35. COA Dev Step 7: Test COA Test each COA developed for: Suitability
Feasibility
Time
Space
Means
Limitations
Acceptability
Sustainability
Distinguishability

36. WAR GAME OUR COAs AGAINST THE PERCEIVED ENEMY COAs

37. Course Of Action Analysis
COA Analysis identifies the advantages and disadvantages of each COA developed in the previous step of the JMAP.
The key to COA Analysis is the war game process which validates each COA to determine workability, strengths and weaknesses.
The output is a number of improved and viable COA.
COA analysis involves war gaming each COA through its intended end-state in an attempt to predict what may happen during the execution of a COA. It highlights the degree of risk associated with each COA and enables the commander to make subsequent decisions based on a judgement of acceptable risk. The methods of war gaming vary dependant on the level of analysis required and the time available. War gaming identifies potentially critical points where the commander must make a decision to exploit or respond to developments. The identification of decision points assists the commander to synchronise the potential of all capabilities of the force. During the analysis the staff identify these decision points and position appropriate capabilities to support the decision by identifying named areas of interest and tar5get areas of interest in the battlespace. Synchronisation promotes forward planning across the entire force and focuses effort on the threat COG and critical vulnerabilities.

38. COA Analysis: Steps 1. War game set-up
2. Determine war game start state
3. Select war game method
4. Select war game recording method
5. Conduct war game
Like all steps of the JMAP COA Analysis is made up of 6 sub-steps which we will go through later, but first lets talk about the origins of wargaming and its utility.
enhanced and viable friendly COA;
COA advantages and disadvantages;
COA CDP, main and supporting effort requirements;
risk, possible branches and sequels, as well as requirements for deception and surprise;
subordinate commander actions and activities, and priorities derived from DP matrices;
command and control measures, including task organisations;
SYNC of manoeuvre;
refined NAI, TAI, DP and supporting CDP including known and additional major tasks and activities;
adversary and friendly force casualty projections; and
refined SYNC matrices.

39. WHAT DID WE LEARN FROM THE WAR GAME?
MODIFY COAs AS REQUIRED
DECIDE WHICH COA TO USE. DEVELOP CONCEPT OF OPERATIONS (CONOPS)

40. Decision & CONOPS Development
This is the final step in the JMAP.
It involves the COMD making a decision on which COA is to be developed into a CONOPS.
The approved CONOPS forms the basis for developing the OPORD.
In this step the commander compares the strengths and weaknesses of each modified COA, and decides which COA is to be developed into a plan and executed. During the execution of the plan the commander and staff constantly review the situation, undertake decision making, adjust plans as required, and plan future operations. Products from this step are the plan of action, contingency plans, supporting plans and orders.

41. 41

42. Synchronisation
The JMAP has been used by the Planning Group to create the CONOPS. After it is approved by CDF, the main plan is synchronised with supporting plans. The OPORD (with annexes) is issued and the CJTF prepares to execute.

43. 4 Key Takeaways JMAP is the only “Joint” planning process
Requires Commander’s input at all stages
Requires constant Joint Intelligence Preparation of the Operational Environment (JIPOE) updates to remain current
Needs the input of all staff functions to be successful
SUMMARY
BUILD
JMAP is the only “Joint” planning process
Requires commanders input at all stages
Requires constant JIPB updates to remain current
Needs the input of all staff functions to be successful

44. Questions?
Bottom line – it’s how to plan effectively.