1. Military Decision Making Process
Welcome to
Military Decision Making Process
(MDMP)
Step 3
COA Development
INTRO - WELCOME COMMANDER AND STAFFS TO INSTRUCTION, MENTION INTERPRETOR.

2. The Seven Steps of the MDMP
Receipt of Mission
Mission Analysis
Course of Action Development
Course of Action Analysis
(War-Game)
INSTRUCTION ON STEP 3, PART II OF MDMP. WHERE STAFF TAKES CDR’S INITIAL DECISIONS CONTAINED IN HIS INTENT AND PLANNING GUIDANCE AND BEGIN THE PLANNING PROCESS.
Course of Action Comparison
Course of Action Approval
Orders Production

3. Military Decision Making Process
Input
Output
• Mission received from higher HQ or
deduced by the Commander and staff
•Higher HQ order/plan/IPB
•Staff estimates
•Facts & assumptions
Restated mission
•Cdr’s intent & planning guidance
•CCIR
•Staff estimates & products
•Enemy COAs
•Refined Cdr’s planning guidance
•Friendly COAs
•Staff/BOS COAs
Wargame results
• Established criteria for comparison
Decision Matrix
•Approved COA
Receipt of Mission
Commander’s initial guidance
WARNO to staff
Initial IPB products Cdr’s Intent
Restated mission Initial CCIR
Updated staff estimates/products
Preliminary movement
Cdr’s planning guidance Initial ISR plan
Updated staff estimates
COA statements and sketches
Refine Cdr’s planning guidance
Wargame results
* Decisions support templates
* Task Organization
Mission to subordinate units
Decision matrix
Approve COA
Refine Cdr’s intent and guidance
Refine CCIR
OPLAN/OPORD
WARNO #1
Mission Analysis
WARNO #2
Course of Action Development
Course of Action Analysis
(War-Game)
Course of Action Comparison
MDMP, organizes the commander and his staff by following established procedures. for analyzing a mission, developing, analyzing and comparing courses of action which lead to mission accomplishment. Available time to plan dictates level of detail the staffs can devote to MDMP planning and product/deliverable production.
The advantage of using this process:
MDMP analyzes and compares multiple friendly and enemy COAs to determine the best possible friendly COA.
MDMP produces the greatest coordination and synchronization in plans and orders.
MDMP minimizes the chance of overlooking critical aspects of the operation, serves as a framework or checklist).
MDMP helps identify contingencies for branch and sequel operations development.
Course of Action Approval
WARNO #3
Orders Production
Note 1: A star ( ) depicts Commander activities and decisions.
Note 2: Rehearsals and backbriefs occur during preparation and ensure an orderly transition between planning and execution.
Preparation
Plan
Prepare
Assess
Execution
Execute

4. Step 3: COA Development Process Analyze relative combat power
• Generate options
• Array initial forces
• Develop the initial concept
of operations
• Assign Headquarters
• Develop COA statements
and sketches
Input
Restated mission
•Commander’s Intent
•Cdr’s planning guidance
•Staff estimates & products
•Enemy COAs (event templates)
Output
Updated staff estimates
• COA statements and sketches
• COA briefing
• Refined Commander’s
guidance
USE INPUTS FROM MISSION ANALYSIS, OUR PREVIOUS STEP TO BEGIN COA DEVELOPMENT PROCESS, RESULTING IN ASSOCIATED OUTPUTS OF (READ EACH).

5. “Deliverables” COA STATEMENT COA SKETCH COA BRIEF (OPTIONAL)
EVENT TEMPLATE
REFINED CCIR
ISR PLAN
WARNING ORDER (?)
WHAT IS EXPECTED OF THE STAFF, PRODUCTS THEY MUST PRODUCE.
COA STATEMENT & SKETCH – ONE EACH FOR 1) Enemy Most likely COA, 2) Enemy most dangerous 3) Enemy Most Probable.
COA Brief: optional, normally conducted during wargaming.
EVENT TEMPLATE – ID where enemy activities may occur (most likely and dangerous COA) (FM 5.0 Pg 3-18.
REFINED CCIR – CDR's Critical Info Req (PIR + FFIR) tied to his decision (gap in his knowledge and understanding of battlespace, where to focus is IR assets in developing ISR Plan.
ISR PLAN - Intel, surveillance, reconnaissance
WARNING ORDER - #3 only use if new information needs to be updated and distributed to subordinates.

6. COA Development TTP for getting started:
Assemble tools, determine players, fix and enforce timeline (have interim time hacks)
Make sure developers know the standard for expected products and outcomes
Ensure the S3/XO or a designated Battle Captain are in charge of each COA
Display the CDR’s intent – to remind staff of key tasks which must be achieved
Display all products to assist staff in reviewing and remaining focused
Establish ‘focus groups’ of key staff members (XO & S3, S3 & A/S3) to spend 30 min to draft a COA up through Step 2: Generate Options. Afterwards include all staff sections to join in the process to refine and integrate ALL BOS to ensure development of a supportable COA
Start first with the ‘picture story’ or ‘working sketch’ then an overlay, followed by the words contained in the COA statement
Use DOCTRINAL TERMS – Mission, Task, Purpose (SMFM 90-9, Appendix B)
Requires brainstorming and a willingness to go back, revise and continue to applying new ideas to previous steps at any time throughout the development
Get back to the map, don’t lose sight of the terrain’s impact.
THE FOLLOWING ARE Tactics, Techniques , Procedures or TIPS on how to organize.
ENSURE ALL THE FUNCTIONAL STAFF OFFICERS ARE READ INTO MISSION AND PARTICIPATE.
START WITH BIG PICTURE OF THE AREA OF OPERATION AND SKETCH OUT THE MISSION, TASK AND PURPOSE OF EACH UNIT.
DISPLAY CDRS INTENT
USE DOCTRINALTERMS - AVOID CONFUSION BY USING ESTABLISHED MILITARY LANGUAGE
WHEN BRAINSTORM DO NOT JUMP AHEAD AND ATTEMPT TO WAR GAMING EACH COA, KEEP THINKING ABOUT DIFFERENT WAYS TO SEE THE BIG PICTURE ON HOW BEST TO ACHIEVE THE MISSION.

7. COA Screening Criteria
Staffs developing COAs ensure each one meets these screening criteria:
Feasible. The unit must be able to accomplish the mission within the available time, space, and resources.
Acceptable. The tactical or operational advantage gained by executing the COA must justify the cost in resources, especially casualties. This assessment is largely subjective.
Distinguishable. Each COA must differ significantly from the others.
This criterion is also largely subjective. Significant differences include differences in the –
Use of reserves.
Task organization.
Timing (day or night).
Scheme of maneuver.
Suitable. A COA must accomplish the mission and comply with the commander’s planning guidance. However, commanders may modify their planning guidance at any time. When this happens, the staff records the changes and incorporates the new guidance, and reevaluates each COA to ensure it complies with the change.
Complete. A COA must show how –
The decisive operation accomplishes the mission.
Shaping operations create and preserve conditions for success of the decisive operation.
Sustaining operations enable shaping and decisive operations.
STAFF WHEN DEVELOPING A COA MUST ENSURE EACH COA MEETS THE FOLLOWING CRITERIA –FADS-C.
IS THE MISSION ASSIGNED TO A UNIT – FEASIBLE CAN IT BE SUCCESSFULLY ACCOMPLISH IN A GIVEN TIME. (CANNOT EXPECT A LIGHT INFANTRY UNIT W/O SAY TOW WEAPONS SYSTEMS TO EFFECTIVELY STOP AN ARMORED ASSAULT ON THEIR POSITION. )
ACCEPTABLE IN TERMS OF THE NUMBER OF PERSONNEL EXPECTED TO BE KILLED TO ACHIEVE SUCCESS, IS IT WORTH THE COST IN RESOURCES EXPENDED?
DISTINGUISHABLE THROUGH THE USE OF RESERVES, TASK ORGANIZATION (HOW UNITS ARRAYED, IS IT A DAY OR NIGHT OP, AND WHAT IS THE SCHEME OF MANUEVER.
SUITABLE – DOES IT ANSWER THE QUESTION OF ACHIEVING THE COMMANDERS INTENT OF WHAT THE FORCE MUST DO AND THE CONDITIONS THE FORCE MUST MEET TO SUCCEED
WITH RESPECT TO THE ENEMY, THE TERRAIN AND THE DESIRD END STATE (FM 3-0) .
COMPLETE - CONTAINING DECISIVE, SHAPING AND SUSTAINING OPERATIONS.
DECISIVE - AN ATTACK VS AN ENVELOPMENT (FLANKING MOVEMENT) WHICH ATTACKS AN ENVEMY WEAKNESS OR A TURNING MOVEMENT WHICH FORCES THE ENEMY TO REACT TO YOUR AGGRESSIVE BEHAVIOR BY REACHING DEEP (SHAPING OPERATIONS) BEHIND ENEMY LINES (BLOW UP A BRIDGE, PIPELINES) AND CAUSING THE ENEMY TO LEAVE THEIR DEFENSIVE POSITIONS TO PURSUE YOU.
SHAPING must discuss use of reserves and security operations. Tasks to perform these functions must be part of COA. USE OF RESERVES TO PROVIDE ADDITIONAL COMBAT POWER AT THE DECISIVE TIME AND PLACE. THE MORE THAT IS UNKNOWN THE LARGER THE RESERVE SHOULD BE TO REACT APPROPRIATELY TO THE ENEMY.

8. COA Development The Steps…
2. Generate options (what’s decisive?; determine purposes and tasks)
3. Array initial forces
4. Develop concept of operations
5. Assign headquarters
6. Complete COA sketch and statement
Analyze relative combat power (strengths and vulnerabilities; attack or defend?)
STAFF IS GATHERED TOGETHER AND BEGIN THE FIRST STEP OF COA DEVELOPMENT,
ANALYZE COMBAT POWER STRENGTHS AND WEAKNESS OF ENEMY AND FRIENDLY FORCES.

9. Relative Combat Power Analysis
Step 1:
Relative Combat Power Analysis
Requires applying both military art and science; assess tangible factors (weapons systems, units) and intangible factors (morale, training levels, etc.)
Includes determining force ratios and comparing friendly and enemy strengths and weaknesses.
Friendly capabilities that pertain to the operation
Type of operations possible from friendly and enemy perspective
Enemy vulnerabilities
Friendly vulnerabilities
Additional resources that may be required to execute mission
Allocation of existing resources
Rough estimate of force ratios at least 2 levels down (SMFM )
Planners do not develop and recommend COAs based solely on mathematical force ratios; while useful, force ratios do not include the environmental and human factors of warfare.
DETERMINING RCPS REQUIRES A FLUID THOUGHT PROCESS REFERRED TO AS MILITARY ART IN WHICH THE COMMANDER AND STAFF APPLY THEIR UNDERSTANDING OF WARFIGHTING CAPABILITIES.
WHAT CAN BE REALISTICALLY ACHIEVED BY COMPARING FORCE RATIOS.
SMFM IPB (WITH COE & URBAN OPS)

10. Relative Combat Power Analysis
Step 1:
Relative Combat Power Analysis
Analyze intangible aspects of combat power; by comparing friendly strengths vs. enemy weaknesses (& vice versa), planners may deduce vulnerabilities of each force that can be exploited or need protection
Combine the numerical force ratio with the results of the analysis of intangibles to determine the relative combat power (RCP) of friendly and enemy forces.
Determine what types of operations are feasible by comparing the force ratio against historical minimum planning ratios and estimating in to what extent the intangible factors affect the RCP.
COMBINE THE INTANGIBLE ANALYSIS (MORALE, TRAINING, LEADERSHIP, EQUIPMENT SETS) WITH NUMERICAL FORCE RATIOS CONDUCT COMPARISON IN WHICH TO DETERMINE THE TYPES OF OPERATIONS WHICH ARE POSSIBLE GIVEN MISSION AND TYPE OF FORCE.
EXAMPLE:
1. A FOOT MOBILE FORCE IN OPEN TERRAIN IS NO MATCH; HOWEVER, IN AN URBAN ENVIRONMENT THE FOOT SOLDIER HAS COVER AND CONCEALMENT IN WHICH TO ENGAGE THE MOBILE FORCE MOR EFFECTIVELY.
2. DESERT SHIELD/STORM – intangible factor of willingness of Iraqis to Fight.

11. Relative Combat Power Analysis
Method 1
Relative Combat Power Analysis
Method One: Correlation of Forces
Array friendly forces on enemy avenues of approach
Maintain favorable force ratios on avenues of approach, most importantly on the enemy’s Most Likely COA (MLCOA).
Force disposition is only tentative
ONE METHOD OF CONDUCTING FORCE ANALYSIS IS CALLED CORRELATION OF FORCES BY APPLYING HISTORICAL MINIMUM PLANNING FIGURES TO PARTICULAR TYPES OF OPERATIONS (DEPICTED ON NEXT SLIDE).
THE FORCE DISPOSITION IS ONLY TENTATIVE FOR THE COA REMAINS TO BE DEVELOPED FOR CRITICAL PIECES OF INFORMATION REMAIN UNKNOWN (ENEMY SITUATION REMAINS FLUID AWAITING COLLECTION FOR ISR PLAN) L FURTHER PLANNING AND DATA REMAINS TO BE ACCOMPLISHED.

12. Analyze Relative Combat Power
Method 1
Analyze Relative Combat Power
Correlation of Forces
Friendly Mission Position Friendly : Enemy
Delay : 6
Defend Prepared or fortified 1 : 3
Defend Hasty 1 : 2.5
Attack Prepared or fortified 3 : 1
Attack Hasty : 1
Counterattack Flank 1 : 1
DIAGRAM OF HISTORICAL FORCE RATIOS. RECOMMENDATIONS/GUIDES, NOT HARD AND FAST NUMERICAL FORMULAS FOR CONDUCTING MILITARY OPERATIONS.
EXAMPLE IS UNIT WITH MISSION OF DEFEND AND IN A POSITION OF A PREPARED DEFENSE, A COMPANY SIZED UNIT SHOULD BE ABLE TO DEFEND AGAINST AND DEFEAT A BATTALION SIZE UNIT,
NOTE THE 1 TO 3 RATIO.
IT IS IMPORTANT NOT TO GET FIXATED ON FORCE RATIOS, IT IS SIMPLY A GUIDE TO ARRAYING FORCES. YOUR ROUGH ESTIMATES INCLUDE ANALYSIS OF TWO LEVELS DOWN, THAT IS THE BRIGAGE COMMANDER SHOULD BE THINKING ABOUT THE COMBAT STRENGTH OF HIS BN AND COMPANY. WANT TO AVOID GIVING A COMPANY TOO LARGE OF AN AREA TO COVER WHICH DILUTES THEIR EFFECTIVENESS TO SAY SCREEN A ZONE OR HAVING THE COMPANY ATTACK A STRONG POINT OBJECTIVE KNOWING THE AVENUE OF APPROACH CONTAINS MANY OBSTALCES WITHOUT ATTACHING ENGINEERS TO REMOVE OBSTACLES.
MOVE ON TO A 2ND METHOD OF COMPARING COMBAT POWER.

13. Relative Combat Power Analysis
Method 2
Relative Combat Power Analysis
Identify enemy and friendly strengths and weaknesses within the elements of combat power
Maneuver
Firepower
Protection
Leadership
Information
Compare strengths against weaknesses (friendly and enemy) to determine general factors-vulnerabilities that may be exploitable or need protection.
Determine significant factors-apply insights into effective force employment
A 2ND METHOD OF DETERMINING RCP – APPLY ELEMENTS OF COMBAT POWER (MANUEVER, FIREPOWER, PROTECTION, LEADERSHIP AND INFORMATION. TOOLS FROM WHICH TO CONDUCT YOUR ASSESSMENT. ELMENTS OF COMBAT POWER ARE CONTAINED IN OPERATIONS MANUAL SMFM ) (FM 3.0). COMPARE ENEMY/FRIENDLY WITHIN THESE ELEMENTS. THESE ELEMENTS OF COMBAT POWER - ASSIST IN DETERMINING WHICH FORCE MAY HAVE THE ADVANTAGE BASED UPON VARIOUS TANGIBLE FACTORS SUCH AT EXISTING TABLES OF EQUIPMENT AND INTANGIBLE FACTORS SUCH AS QUALITY OF LEADERSHIP.
FM 2.0 Intel, pg 3-4:
MANUEVER – achieve a position of advantage wit respect to the enemy to accomplish the mission.
FIREPOWER – use to magnify the effects of maneuver by destroying enemy, restricting his ability to counter friendly movement.
PROTECTION – preserve fighting potential so can apply maximum force at decisive time and place.
LEADERSHIP – Cdr provides purpose, direction, motivation.
INFORMATION – enhances leadership, magnifies the effects of maneuver, firepower, protection. Info. Collected improves situational understanding BEFORE engaging the enemy.

14. Last Words on Relative Combat
Power Analysis…
RCPA can help you…
Determine potential decisive point (s) to begin COA Development
Determine significant factors and (or) the “keys to success”
Establish Criteria for COA Comparison and Selection
LAST WORDS OF RELATIVE COMBAT POWER ANALYSIS - ASSIST IN IDENTIFYING
DECISIVE POINTS FROM WHICH TO CONTINUE COA PLANNING
IDENTIFYING SIGNIFICANT FACTORS WHICH ARE KEYS TO SUCCESS
BECOMES THE CRITERIA FOR COA COMPARISON/SELECTION
Criteria as to which COA is most supportable based upon such things as force ratios.

15. Generate Options The Steps…
Analyze relative combat power (strengths and vulnerabilities; attack or defend?)
3. Array initial forces
4. Develop concept of operations
5. Assign headquarters
6. Complete COA sketch and statement
2. Generate options (what’s decisive?; determine purposes and tasks)
2ND OF 6 STEPS OF COA DEVELOPMENT IS TO GENERATE OPTIONS.
BASED UPON COMMANDERS GUIDANCE AND RESULTS OF THE EARLIER RELATIVE COMBAT POWER ANALYSIS, (RCPA) THE STAFF GENERATES OPTIONS FOR EACH COA.
THE OPTIONS ARE NORMALLY SPELLED OUT IN THE COMMANDERS GUIDANCE.
WHAT’s DECISIVE is focus on how will defeat the Enemy.,

16. Step 2: Generate Options
(Slide 1 of 2)
Guidelines for Generating Options:
Based on Cdr’s guidance and the results of RCP analysis, the staff generates options for COAs. A good COA can defeat all feasible enemy COAs. Commanders usually limit the options in Cdr’s guidance.
Brainstorm to generate options. Staff members must be open-minded in evaluation of COAs and quickly identify COAs that are not feasible due to factors in their functional areas.
Determine doctrinal requirements for each operation considered. For instance, a deliberate breach operation requires a breach force, support force, and an assault force. Consider possibilities created by attachments.
Start with decisive operation identified in Cdr’s planning guidance. Determine the decisive operation’s purpose and consider ways to mass effects to achieve it.
GOAL IN GENERATING OPTIONS IS TO COME UP WITH VARIETY OF WAYS IN WHICH TO FIGHT YET REMAINING FOCUSED ON DECISIVE OPERATIONS.
THE PURPOSE OF THIS STEP IS TO CREATE ADDITIONAL OPTIONS WHICH DIRECTLY RELATE TO ACCOMPLISHING THE UNIT MISSION.
DOCTRINAL REQUIREMENTS – i.e.. Do not assign infantry unit to attack tanks. SMFM 90-9 (Tactics) provides checklist to follow when developing different types of operations.
Remain focused on DECISIVE OPERATION IT IS YOUR MAIN EFFORT

17. Step 2: Generate Options
(Slide 2 of 2)
Consider shaping operations. Establish a purpose for each one that is tied to creating or preserving a condition for the decisive operation’s success.
Determine Sustaining Operations necessary to create and maintain combat power required for decisive and shaping operations.
After developing basic organization for a given COA, determine the essential tasks for each decisive, shaping, and sustaining operation.
Examine each COA to ensure it satisfies the COA screening criteria and where appropriate change, add, or eliminate COAs.
Avoid the common pitfall of presenting one good COA among several “throwaway” COAs.
ADDITIONAL CONSIDERATIONS TO THINK ABOUT IN GENERATING OFFENSIVE OPTIONS LOOK AT SHAPING OPERATIONS TO REINFORCE DECISIVE OPERTIONS. APPLY SUSTAINING OPERATIONS TO CREATE AND MAINTAIN COMBAT POWER NECESSARY FOR EFFECTIVE EXECUTION OF THE DECISIVE AND SHAPING OPERATIONS.
DEVELOP THE COA ORGANIZATION STRUCTURE AND ASSIGN ESSENTIAL TASK FOR EACH TYPE OF OPERATION.
ENSURE EACH COA MEETS THE COA SCREENING CRITERIA, - ACRONYM FADS-C
FINALLY, AVOID PRESENTING UNREALISTIC OPTIONS IN A PARTICULAR COA SO IT AUTOMATICALLY BECOMES A THROWAWAY.
SHAPING EXAMPLES:
(1) SECURITY OPERATIONS – RECONNAISSANCE
(2) DESTRUCTION OF ENEMY CAPABILITIES - KEY INFRASTRUCTURE (COMM TOWERS, MINING PORTS)

18. Tactical Mission Tasks Actions by Friendly Force
Assault Follow and Assume
Attack-by-Fire Follow and Support
Breach Linkup
Bypass Occupy
Clear Reconstitution Combat Search and Rescue Reduce
Consolidation & Reorganization Retain
Control Secure
Counter Reconnaissance Seize
Disengagement Support-by-Fire
Exfiltrate Suppress
SMFM 90-9 TACTICS manual contains tactical mission tasks, these are doctrinal terms which have tactical mission graphics associated with each of them. Tacticians use these graphics in conjunction with COA development. List taken from US manual FM 3-90.
SMFM 90-9
TACTICS,
APPNX B

19. Tactical Mission Tasks
Effects on Enemy Force
Block
Canalize
Contain
Defeat
Destroy
Disrupt
Fix
Interdict
Isolate
Neutralize
Penetrate
Turn
SMFM 90-9 TACTICS manual contains tactical mission tasks, these are doctrinal terms which have tactical mission graphics associated with each of them. Tacticians use these graphics in conjunction with COA development. List taken from US manual FM 3-90.
SMFM 90-9
TACTICS
APPNX B

20. Types & Forms of Operations
Types of
Military
OPNs
OFFENSE
DEFENSE
STABILITY
SUPPORT
Types of
Military
OPNs
and
Their
Subordinate
Forms
FORMS of
MANEUVER
Envelopment
Turning Movement
Frontal Attack
Penetration
Infiltration
TYPES OF
DEFENSIVE
OPNs
Area Defense
Mobile Defense
Retrograde Operations
Delay
Withdrawal
Retirement
TYPES OF
STABILITY OPNs
Peace Operations
Foreign Internal Defense
Security Assist
Humanitarian & Civic
Assist
Support to Insurgencies
Support to CO OPNs
Combating Terrorism
Noncombatant Evacuation
OPNs
Arms Control
Show of Force
FORMS OF SUPPORT OPNs
Relief OPNs
Support to
Incidents Involving
WMD
Support to Civil Law
Enforcement
Community
Assistance
TYPES OF
OFFENSIVE OPNs
MOVEMENT TO CONTACT
Search and Attack
ATTACK
Ambush - Feint*
Counterattack* - Raid*
Demonstration*
Spoiling Attack*
Exploitation
Pursuit
TYPES OF
SUPPORT
OPNs
Domestic Support
Foreign
Humanitarian
Assistance
*Also known
as special purpose
attacks
Types of
Enabling Information Operations Combat Service Support
OPNs
Recon: Zone, Area, Route Security: Screen, Area (route and convoy), local, guard, cover.
TROOP MOVEMENT: Administrative Movement, Approach March , Road March
• Reconnaissance Operations • Troop Movement
Types of – Zone – Administrative Movement
Tactical – Area – Approach March
Enabling – Route – Road march
OPNs – Reconnaissance in Force • Combined Arms Breach Operations
• Security Operations • River Crossing Operations
– Screen – Area (includes • Relief In Place
– Guard Route and Convoy) • Passage of Lines
– Cover – Local • Tactical Information Operations
SMFM 100-5

21. COA Development The Steps…
Analyze relative combat power (strengths and vulnerabilities; attack or defend?)
2. Generate options (what’s decisive?; determine purposes and tasks)
4. Develop concept of operations
5. Assign headquarters
6. Complete COA sketch and statement
3. Array initial forces
3RD STEP OF COA DEVELOPMENT IS ARRAY INITITAL FORCES.

22. Step 3: Array Initial Forces
(Slide 1 of 4)
The following steps guide the process:
Based on the generated options determine –
The purpose of each effort
Task(s) required by each effort to accomplish this purpose
Initial EFST (Essential Fire Support Task)
Timing and sequence of actions
Consider requirements for reconnaissance, security, and reserve
Determine the number and type of forces (initially generic) required by each effort to accomplish assigned task(s).
Once options are generated we must array initial forces and determine the following; purpose, task, EFST and time.
EFST – initial priority of fires normally allocated to forward security forces. Plan targets along enemy recon. Avenues of approach. Engage enemy at maximum range with indirect fires and CAS. Coordinate movement of batteries to support the EFST. Movements should be coordinated with scheme of maneuver to avoid confusion and interference with maneuver elements. Integrate fires to support critical obstacles and fires to support actions in the rear area.

23. Step 3: Array Initial Forces
(Slide 2 of 4)
General guidelines include –
Weight the decisive operation with sufficient combat power to ensure it is capable of achieving overwhelming mass against the enemy
Array generic maneuver units
Allocate the type force required by each operation to maximize the capabilities of each type of force (infantry, mechanized, artillery)
Allocate the minimum combat power necessary for shaping operations.
THE GENERAL GUIDELINES ARRAYING INITIAL FORCES IS BEGIN WITH THE MANUEVER UNITS and show TWO LEVELS DOWN (BDE = CO SIZE UNITES).
ALLOCATE COMBAT POWER TO MAXIMIZE THE USE OF FORCE TO COINCIDE WITH THE COMMANDERS INTENT.
FOCUS THE PREDOMINANCE OF YOUR COMBAT POWER ON THE MAIN EFFORT, FOLLOWED BY SUPPORT OF THE SHAPING AND SUSTAINING OPERATIONS.

24. Step 3: Array Initial Forces
(Slide 3 of 4)
Determine forces needed to accomplish mission:
1st : Determine ratio of forces by considering entire operational framework
Start with mission essential tasks that are focused at the Decisive Point/Decisive Operation
2nd : Array forces two levels down; first the decisive operation, then shaping and sustaining efforts.
Apply generic ground forces and any combat multipliers (i.e. speed of operation)
Identify additional force and resource shortfalls
WHAT FORCES ARE NEEDED TO ACCOMPLISH THE MISSION - USE THE OPERATIONAL FRAMEWORK OF AREA OF OPERATIONS, BATTLESPACE, AND BATTLEFIELD ORGANIZATION TO LAY DOWN YOUR FORCES.
COMBAT MULTIPLIER – SURPRISE STRIKE, ENEMY LEAST EXPECT.
Surprise is the reciprocal of security. Surprise results from taking actions for which an enemy or adversary is unprepared. It is a powerful but temporary combat multiplier. It is not essential to take the adversary or enemy completely unaware; it is only necessary that he become aware too late
to react effectively. Factors contributing to surprise include speed, information superiority, and asymmetry

25. Step 3: Array Initial Forces
(Slide 4 of 4)
Considerations to mitigate any shortfall in forces:
1st – what forces can do multiple tasks
2nd – re-task to achieve similar or same purpose using less force
3rd – assume risk and (or) mitigate with combat multipliers
4th – request additional resources
Steps to use if encounter force shortfalls.
Assume Risk – use smaller force where enemy is assumed to not be in a particular sector.
Combat multiplier – use Intel and UAV to find enemy when lack SITTEMP info. To reduce risk.

26. COA Development The Steps…
1. Analyze relative combat power (strengths and vulnerabilities; attack or defend?)
2. Generate options (what’s decisive?; determine purposes and tasks)
3. Array initial forces
5. Assign headquarters
6. Complete COA sketch and statement
4. Develop concept of operations
4TH STEP OF COA DEVELOPMENT IS DRAFTING A CONCEPT OF OPERATIONS.

27. Develop the Concept of Operations
Step 4:
Develop the Concept of Operations
(Slide 1 of 3)
Concept of Operations describes how arrayed forces will accomplish the mission within the Cdr’s intent
Staff develops a concept of operations for each COA
Simultaneous operations are preferred, permits the Commanders to seize and retain initiative. If initial array of forces results in a shortfall, the staff may decide to phase the operation. Factors to consider to mitigate force shortfalls:
The skill and size of the opponent
The size of the AO
Operational reach
Available joint support
The scope of the mission
REMAIN FOCUSED ON DECISIVE OPERATIONS - IMPACTS HOW STAFF SHOULD ARRAY AVAILABLE COMBAT POWER FOR EACH COA PRESENTED.
Simultaneous Operations PLACES GREATER STRESS UPON THE ENEMY TO REACT TO AN EVER CHANGING ENVIRONMENT AND LEAD TO THE FRIENDLY FORCES RETAINING THE INTIATIVE.
AVAILABLE JOINT SUPPORT - reconnaissance assets (UAV), Naval and Airlift power projection asset availability.

28. Develop the Concept of Operations
Step 4:
Develop the Concept of Operations
(Slide 2 of 3)
Refine the initial array of forces by using graphic control measures to
coordinate the operation and show relationship of friendly forces to one another, the terrain, and enemy.
During this step, unit types are changed from generic to specific
Concept of the operation must include the following: (Checklist)
The purpose of the operation
A statement of where the Commander will accept tactical risk
Identification of critical friendly events and transitions between phases
Designation of the decisive operation, along with its task and purpose
Designation of shaping and sustaining operations, to include task and purpose, linked to how these operations support the decisive operation.
Designate reserve (Shaping) indicate location, composition, task, and purpose.
Develop ISR plan and outline security operations
AS WE AT THIS POINT THE ARRAYED FORCES ARE PLACED IN THEIR RESPECTIVE SECTORS THROUGH THE USE OF GRAPHICAL CONTROL MEASURES AND THE UNIT TYPES SUCH AS ARTILLERY, LIGHT INFANTRY, MECHANIZED INFANTRY ARE FORMALLY DESIGNATED AND ASSIGNED.
SO WHAT MUST BE CONTAINED IN A CONCEPT OF OPERATIONS. TO HIGHLIGHT JUST A FEW, THERE MUST BE A PURPOSE, DESIGNATION OF DECISIVE OPERATIONS AS WELL AS SHAPING AND SUSTAINING OPERATIONS AND WHICH TASKS UNITS ARE EXPECTED TO PEFORM AND THEIR PURPOSE.
THE OVERACHING OBJECTIVE OF THE CONCEPT OF OPERATIONS IS TO REMAIN FOCUSED ON DECISIVE OPERATIONS. THIS IS WHERE THE FUNCTINOAL STAFFS (S-3, S-4, FIRES, ETC) NEED TO CONCENTRATE THEIR EFFORTS ON “WHAT IS THE MOST IMPORTANT”.
SMFM 90-9 TACTICS, APPNDX B

29. Develop the Concept of Operations
Step 4:
Develop the Concept of Operations
(Slide 3 of 3)
Concept of the operation must include the following: (Checklist) (continued)
Identification of maneuver options that may develop during an operation
Location of engagement areas, or attack and counterattack objectives
Assignment of subordinate AOs
Concept of fires
Information Operations concept of support to include military deception
Prescribed formations or dispositions, when necessary
Priorities for each Battlefield Operating System (BOS)
Integration of obstacle effects with maneuver and fires
Consideration of the effects of enemy WMD on the force
CONTINUING ON LISTING ITEMS TO INCLUDE IN THE CONCEPT OF OPS.
Remember AO is always assigned by HQ.
Prescribed formation – Cdr directs specific type of force and size, not left up to subordinate.
BOS – Intel, Maneuver, Fire Support, Air Def, Mobility-Counter mobility (engineers), CSS, C2, Civil-military, Info. Ops
*TTP: Get back to the map!
Create the picture visualization of the scheme of maneuver FIRST.
When refined, this will become the operations overlay

30. Control Measures
Select control measures (graphics) to control subordinate units during the operation.
Base control measures on how to array forces and the concept of operations.
Control measures clarify responsibilities and help CDRs synchronize combat power at decisive points while minimizing fratricide risk.
Recommend minimum control measures needed to control operation
Do not use control measures which split avenues of approach or key terrain.
Leave the flanks of each AA with sufficient space in which to conduct maneuver and provide fire support.
Phase lines may be used to trigger execution of branches and sequels
Why Control Measures important.
Branch – (FM 1-02 Terms & Graphics) contingency plan, a branch is used for changing the mission, orientation, or direction of movement of a force to aid success to the operation based on anticipated events, opportunities, or disruptions caused by enemy actions and reactions.
sequel – (DOD) A major operation that follows the current major operation. Plans for a sequel
are based on the possible outcomes (success, stalemate, or defeat) associated with the current
operation. See FM 3-0.
When developing the concept of operations, use any forces remaining from the initial array to weight the decisive operation, strengthen the reserve, or increase ISR operations.

31. COA Development The Steps…
Analyze relative combat power (strengths and vulnerabilities; attack or defend?)
2. Generate options (what’s decisive?; determine purposes and tasks)
3. Array initial forces
4. Develop concept of operations
6. Complete COA sketch and statement
4TH STEP OF COA DEVELOPMENT IS ASSIGNING HQ.
5. Assign headquarters

32. Step 5: Assign Headquarters
After determining the concept of operations, planners create a task organization by assigning headquarters to groupings of forces. They consider the types of units to be assigned to a headquarters and its span of control. Generally, a headquarters controls at least two subordinate maneuver units, but not more than five. If planners need additional headquarters, they note the shortage and resolve it later. Recommend the LAV AG or AT subordinate headquarters platoon be deployed to conduct maneuver functions. Task organization takes into account the entire battlefield organization. It also accounts for the special command and control requirements for operations such as a passage of lines or river crossing.
ASSIGNING HEADQUARTERS - DESIGNATING FORCES WHO WILL FIGHT THE BATTLE (BATTLEFIELD ORGANIZATION). THIS OCCURS AFTER THE COMPLETION OF THE CONCEPT OF OPERATIONS WHICH WAS OUR PREVIOUS STEP IN COA DEVELOPMENT.
THIS IS WHERE THE STAFF BUILDS THE TASK ORGANIZATION, NORMALLY IN OUTLINE FORMAT, LISTING ALL UNITS UNDER THE HEADQUARTERS TO WHICH THEY ARE ALLOCATED OR WHICH THEY SUPPORT. (FM 5.0, F-7)
Special Command: SANG may consider using LSB to control terrain during a passage of lines across a wade thus not tying up the maneuver unit.
NOTE: THE WILLINGNESS TO ADJUST THE COA IS BASED ON IDEAS GAINED IN THIS SUBSEQUENT STEP OF COA DEVELOPMENT.

33. COA Development The Steps…
Analyze relative combat power (strengths and vulnerabilities; attack or defend?)
2. Generate options (what’s decisive?; determine purposes and tasks)
3. Array initial forces
4. Develop Concept of Operations
5. Assign headquarters
THE 6TH AND FINAL STEP OF COA DEVELOPMENT IS THE COA STATEMENT AND SKETCH
6. Complete COA sketch and statement

34. COA Sketch The COA sketch should include the following:
Arrayed forces and graphic control measures
Unit boundaries
Unit movement formations
FEBA or LD/LC and subsequent phase lines
Reconnaissance and security graphics
Ground and air axis of advance
Obstacle control measures
Fire support coordination measures
Designation of the decisive, shaping and sustaining operations
Location of command posts
Enemy known or templated locations
Key terrain
Sketch can be the overlay developed in Step 4 and (or) complementary sketch(s)

35. COA Sketch Depict terrain Array the enemy Apply Higher's graphics
Show concept of operation
THE COA SKETCH SHOULD LAY OUT THE FOLLOWING, TERRAIN, ENEMY, HQ CONTROL MEASURES AND THE FLOW OF THE CONCEPT OF OPERATIONS.

36. STEP 1 Depict Terrain K K K (Open Terrain)
Show key and decisive terrain
Show significant changes in relief
Show principal vegetated areas
Show built-up areas
Any other feature that plays a significant role in the scheme of maneuver K K K

37. Depict Terrain (Urban Terrain)
STEP 1
Depict Terrain (Urban Terrain)
Show key and decisive terrain
Show significant changes in relief
Show principal vegetated areas
Show built-up areas
Any other feature that plays a significant role in the scheme of maneuver K K K

38. COA Sketch Array the enemy Depict terrain Apply Higher's graphics
Show concept of operation
THE COA SKETCH SHOULD LAY OUT THE FOLLOWING, TERRAIN, ENEMY, HQ CONTROL MEASURES AND THE FLOW OF THE CONCEPT OF OPERATIONS.

39. STEP 2 Array the Enemy K K K (Open Terrain) X
Show known and templated elements
• Depict enemy two levels down
• Enemy array should resemble S2’s SITEMP X K
Decisive Terrain – key terrain whose seizure and retention is mandatory for successful mission accomplishment.
key terrain – (DOD, NATO) Any locality, or area, the seizure or retention of which affords a
marked advantage to either combatant. See also decisive terrain; intelligence
preparation of the battlefield. See FM FM 1-02 Terms and Graphics K K

40. STEP 2 Array the Enemy K K K (Urban Terrain) Grenade Launcher C VBIED
Sniper K K C C S S K

41. Apply Higher's graphics
COA Sketch
Depict terrain
Array the enemy
Apply Higher's graphics
Show concept of operation
THE COA SKETCH SHOULD LAY OUT THE FOLLOWING, TERRAIN, ENEMY, HQ CONTROL MEASURES AND THE FLOW OF THE CONCEPT OF OPERATIONS.

42. Apply Higher's graphics
STEP 3
Apply Higher's graphics
(Open Terrain) X 3 2 1 X K
Decisive Terrain – key terrain whose seizure and retention is mandatory for successful mission accomplishment.
key terrain – (DOD, NATO) Any locality, or area, the seizure or retention of which affords a
marked advantage to either combatant. See also decisive terrain; intelligence
preparation of the battlefield. See FM FM 1-02 Terms and Graphics K K
• Use all control measures from overlay
• Do not rename Higher’s control measures

43. Apply Higher's graphics
STEP 3
Apply Higher's graphics
(Urban Terrain)
Grenade
Launcher C
VBIED S
Sniper X
FOUJ 2 1 XX 3 K K C C S S K
• Use all control measures from overlay
• Do not rename Higher’s control measures

44. Show concept of operation
COA Sketch
Depict terrain
Array the enemy
Apply Higher's graphics
Show concept of operation
THE COA SKETCH SHOULD LAY OUT THE FOLLOWING, TERRAIN, ENEMY, HQ CONTROL MEASURES AND THE FLOW OF THE CONCEPT OF OPERATIONS.

45. Show Concept of Operations
STEP 4
Show Concept of Operations
(Open Terrain) K X
2/3
2/1 1 PL
Ford EA 2
2/1 (-)
2/2 (+)
2/3 (-)
2/2
Lion
LAKE
AA Palm X
Mission - 2d BDE conducts defensive operations NLT Z Nov 07 to defeat the enemy in EA LAKE to prevent advance toward Riyadh and disruption of critical infrastructure facilities.
Intent - Purpose is to protect vital industrial facilities and populated areas and be prepared on order to draw enemy into complex urban terrain to continue attrition.
Decisive Ops - 2d Bn as the main effort conducts area defense to disrupt threat forces in EA LAKE in order to destroy enemy by 40%. 1st Bn detach a company to reinforce the main effort.
Shaping Ops – 3rd Bn conducts attack by fire by engaging enemy movements around counter mobility obstacles.
ISR - Identify enemy indirect fire weapons systems and coordinate immediate counter battery fires.
Sustaining Ops - Establish support area along MSR Green to sustain combat power.
Reserve - 3rd Bn provides one company as BDE reserve and be prepared to stop enemy penetrations
across Phase Line Ford. The reserve will be stage in Assembly Area Palm.
Fires - Engage enemy formations at maximum range with indirect fires.
Engineers - Priority of effort is counter mobility obstacles in EA Lake.
Risk - 18th BTG (-) conducts simultaneous frontal and flanking attacks.
End State - Success is defeating enemy advance with minimal interruption of facility operations
Disrupt: one or more parts of the enemy's combined arms team will weaken his entire force. Deciding what to disrupt and when is key. Example is disrupt his fire support systems to allow friendly forces to maneuver and mass fires against enemy without being engaged by the enemy’s indirect fire weapons.

46. Show Concept of Operations
STEP 4
Show Concept of Operations
(Urban Terrain)
MSR RED X 2 1
PL CAMEL
Grenade
Launcher C
VBIED S
Sniper O
AB0005 EA
IRON 2 1
AB0004
(+) K O X
FOUJ 2 K C 1
2 X 3
AA SPICE C 3
(-)
MISSION – 2nd Brigade conducts Internal Security Operations NLT Z Nov 07 in sector to protect critical infrastructure, vital resource operations, and industrial facilities in the sector from disruption by enemy forces of Threat Nation Red (18th BTG (-) and supporting terrorist organizations from Nation Yellow. On order conduct defensive/retrograde operations to attrite enemy forces past their culminating point.
INTENT – The purpose is to initially protect vital industrial facilities and populated areas in assigned AO, while minimizing interruption of operations. The Brigade must be prepared on order to conduct Defensive/Retrograde operations to draw enemy mechanized forces into complex/Urban Terrain to cause attrition.
DECISIVE OPERATION - 1ST BN (+) the main effort conducts Area Defense to fix threat mechanized forces in EA IRON in order to complete destruction of enemy forces and cause them to reach their culminating point. 2nd BN (-) detach a company to reinforce main effort. 3rd BN be prepared to counterattack to continue destruction of remaining enemy forces in EA IRON.
SHAPING OPERATION – 3RD BN conducts Attack by Fire by engaging and blocking enemy forces in EA STEEL to turn enemy forces north into EA IRON. 2ND BN (-) continues to conducts ISO throughout urban terrain to counter any terrorist organization attempts to attack sustainment operations. O S
AB0003 2 3
This concept of operations sketch provides examples of graphics two levels down.
MSR RED O
ISR - Focus assets on identifying enemy disposition and movements along designated avenues of approach to facilitate use of indirect fires as soon as possible.
SUSTAINING OPERATION - Establish BDE support area along MSR Red in 2nd BN’s sector to provide sustainment of combat power during the defense.
RESERVE – 2nd Bn detach one company to serve as BDE Reserve and be prepared to counter enemy penetrations across Phase Line Camel. Be prepared to conduct a counter attack. The Reserve will be staged in Assembly Area Spice.
FIRES – Engage enemy formations at maximum range with indirect fires and cover critical road intersections and engineer obstacles to disrupt the enemy advance.
ENGINEERS – Priority of effort is counter-mobility obstacles in EA STEEL to turn the enemy north into EA IRON.
RISK - Terrorist organization conducts simultaneous attacks as 18th BTG (-) enters AO.
END STATE – Success is measured by defeat of the enemy and minimal interruption of facility operations and loss of military personnel and civilian population. O
AB0002
AB0001 S EA
STEEL K X
FOUJ 2
PL CAMEL

47. COA Statement Have a logical flow, explain in narrative form
Include mission and endstate
Discuss the entire battlefield framework
Include ISR, fire support and engineer concepts
Address Risk
THE COA STATEMENT MUST CONVEY HOW A UNIT IS EXPECTED TO COMPLETE THE MISSION.
THE COA STATEMENT AND SKETCH MUST INCLUDE THE WHO (TASK ORGAN), WHAT (TASKS), WHEN, WHERE, WHY (PURPOSE) FOR EACH SUBORINATE UNIT.
BATTLEFIELD FRAMEWORK - (DECISIVE, SUPPORTING, SUSTAINING)
RISK ASSESSMENTS – PROBABILITY/LIKLIHOOD AND SERVERITY OF A POTENTIAL LOSS THAT MAY RESULT FROM THE PRESENCE OF AN ADVERSARY OR A HAZARDOUS CONDITION. TACTICAL RISK – HAZARDS DUE TO ENEMY PRESENCE. ACCIDENTIAL RISK – EXCLUDES TACTICAL, COVERS RISK TO CIVILIANS AND FRIENDLY FORCES BY AN OPERATION AND IMPACT ON ENVIRONMENT.
BALANCING THE RISK COST IN TERMS OF RESOURCES IN PERSONNEL AND EQUIPMENT EXPENDED AGAINST THE MISSION BENEFITS. IS THE LOSS OF COMBAT POWER WORTH THE COST ?

48. Planning for the Defense
What you owe subordinates:
Clear statements of task & purpose
An understanding of the task and purpose of each maneuver element under Bde C2 from beginning to end of the operation and the relation in time and space of each to one another.
Taken together the assigned tasks & purposes for each element achieve their assigned mission essential task & purpose (the one directed at the decisive point or one that is part of the decisive operation)
Taken together the mission essential tasks & purposes achieve the brigade task & purpose
Allocation of resources – task organization and combat multipliers.
What are the maneuver effects on each of the enemy’ s formations from time they are detected to time they are defeated? When and where does each occur and who does it? What is the complementary effect of combat multipliers for maneuver effects (tasks/purposes)?
Allocation of battlespace – graphic control measures. Overlay complements the battlefield visualization of the concept statement and scheme of maneuver. Battle space must permit achievement of task/purpose with allocated resources.

49. Defense Critical Events
COME TO CONSENSUS BETWEEN STAFF AND CDR ON THESE NLT MISSION ANALYSIS BRIEF!
TRANSITION TO DEFENSE
SECURITY ZONE
DEFEAT FIXING FORCE
DEFEAT ASSAULT FORCE
DEFEAT EXPLOITATION FORCE
PROVIDES FRAMEWORK FOR ALL COA & THE FOCUS FOR WARGAME TO FOLLOW

50. Generate Options for Defensive Operations
Identify likely enemy avenues of approach.
Determine the enemy scheme of maneuver.
Determine where to defeat or destroy the enemy in the decisive point & operation: point of vulnerability/potential weakness may be defined as an EA, within an AO.
Determine overall effects of combat power on each enemy formation from time acquired to time and place they are defeated.
Plan and integrate obstacles (cover by fires)
Emplace weapon systems (refine maneuver graphics)
Plan and integrate indirect fires.

51. Decisive Operations in the Defense
Focusing Combat Power
Decisive Operations in the Defense X
Exploitation
Force
Decisive
OPN
Assault
Force
GENERATING OPTIONS FOR THE DEFENSE:
1. Identify likely enemy avenues of approach.
2. Determine the enemy scheme of maneuver.
3. Determine where to kill the enemy in the decisive point & operation: point of vulnerability/potential weakness may be defined as an EA, within an AO.
DECISIVE TERRAIN - seizure and retention is mandatory for successful mission accomplishment.
KEY TERRAIN – An area, the seizure or retention of which affords a marked advantage for friendly or enemy forces.
Fixing
Force
DECISION POINT – usually tied to target area of interest which provides commander sufficient lead time to engage threat in that TAI.

52. Decisive Operations in the Defense
Focusing Combat Power
Decisive Operations in the Defense
PL Blue X
TCF (IF ASGD):
DEFEAT LEVEL III
THREATS, SECURE LINES OF COMM.
RESERVE: B/P TO:
1. REINFORCE TO
COMPLETE DESTRUCTION OF ENEMY
2. BLOCK PENETRATIONS
ATTRIT EXPLOITATION FORCE IN EA BY 30% AT THE
B/P DEFEAT ASSAULT FORCE FORWARD OF PL BLUE
B/P TO REPOSITION FORCES TO THE SOUTH
SECURITY ZONE:
(INITIAL MAIN EFFORT)
PROVIDE EARLY
WARNING
DEFEAT ENEMY
RECON
DISRUPT BTG
Exploitation Force
Assault Force
Fixing Force
COMPLETE
DESTRUCTION
OF THE ENEMY
(DECISIVE OPN)
DEFEAT FIXING & ASSAULT FORCES
B/P TO REPOSITION FORCES TO THE NORTH
B/P TO DISRUPT EXPLOITATION FORCE AT THE
4. Determine overall effects of combat power on each enemy
formation from time acquired to time and place they are defeated.
PL Blue

53. Decisive Operations in the Defense
Focusing Combat Power
Decisive Operations in the Defense
TCF (IF ASGD):
DEFEAT LEVEL III
THREATS, SECURE LINES OF COMM.
RESERVE: B/P TO:
1. REINFORCE TO
COMPLETE DESTRUCTION OF ENEMY
2. BLOCK PENETRATIONS
ATTRIT EXPLOITATION FORCE IN EA BY 30% AT THE
B/P DEFEAT ASSAULT FORCE FORWARD OF PL BLUE
B/P TO REPOSITION FORCES TO THE SOUTH
SECURITY ZONE:
(INITIAL MAIN EFFORT)
PROVIDE EARLY
WARNING
DEFEAT ENEMY RECON
DISRUPT BTG
COMPLETE
DESTRUCTION
OF THE ENEMY
(DECISIVE OPN)
DEFEAT FIXING & ASSAULT FORCES
B/P TO REPOSITION FORCES TO THE NORTH
B/P TO DISRUPT EXPLOITATION FORCE AT THE X
PL Blue EA
BDE
Reserve
Decisive
OPN EA
Exploitation Force
Highlight separate BN and BDE Reserves
Decisive Point – a place on the ground, specific key event or enabling system that allows CDR to gain marked advantage over enemy and gradually influence outcome of an attack. Once identified, DP become Objectives. Ideally directed at enemy weakness. Decisive Pt should focus on mission (is focus enemy, terrain, or protect the force), establish DPs accordingly. Each COA should be developed starting with potential DP. By definition is a point where the battle is yours to lose or enemy defeated.
EA – note coincides with where Cdr intends to trap and destroy an enemy force with massed fires of all available weapons.
Symbols: Fix (enemy slowed by obstacles) Disrupt (short arrow where enemy is ATK by obstacles, Long arrow where enemy can pass and ATK by Fires. Turn (desired direction). Screen (friendly recon) , Block (inside EA, indicates limit of enemy advance and where obstacles tie into NO-GO terrain). EA EA
Assault Force BN
Reserve
Fixing Force
• Ground Control Measures should be as least restrictive as techniques and procedures and force protection will permit.
• Nonrestrictive GCM cost you nothing to add, but can be invaluable in execution

54. RECOMMENDED AGENDA IN WHICH TO CONDUCT BRIEF
Course of Action Brief
RECOMMENDED AGENDA IN WHICH TO CONDUCT BRIEF
An updated IPB.
Possible enemy COAs (event templates).
The unit mission statement.
The commander’s and higher commanders’ intent.
COA statements and sketches.
The rationale for each COA, including –
Considerations that might affect enemy COAs.
Critical events for each COA.
Deductions resulting from the relative combat power analysis.
The reason units are arrayed as shown on the sketch.
The reason the staff used the selected control measures.
Updated facts and assumptions.
Recommended evaluation criteria.
FINALLY THE STAFF COLLECTS UP ALL IPB PRODUCTS, TEMPLATES, RESTATED MISSION STATEMENTS ALONG WITH COMMANDERS INTENT AND GUIDANCE, COA STATEMENT AND SKETCH TO CONDUCT A COA BRIEFING TO THE COMMANDER.
THE STAFF SHOULD PRESENT THE MATERIAL IN A SIMILAR LOGICAL ORDER AS OCCURS THROUGHOUT THE MDMP PROCESS.
After briefing, Commander gives additional guidance. If all COAs are
rejected, the staff begins again. If one or more of the COAs are accepted, staff members begin COA analysis. The Commander may create a new COA by using elements of one or more COAs developed by the staff. The staff then prepares to wargame this new COA.

55. Questions 55