THE MARINE CORPS PLANNING PROCESS

THE MARINE CORPS PLANNING PROCESSSTEP ONE: PROBLEM FRAMINGDESIGNKEY INPUTSHigher Headquarters (HHQ)-Guidance & IntentMission StatementWARNO*/OPORD*Intelligence/IPB ProductsConfirmation Briefs- Describe the Current andDesired States- Define the Problem Set- Develop the BroadOperational ApproachInitial estimates of supportability(MSC)Initial staff estimates (Staff)Commander and Staff*WARNO: Warning OrderOPORD: Operations OrderCCIR: Commander’s Critical Information RequirementsRFI: Requests for InformationMSC: Major Subordinate CommandGraphic & narrative describing thecurrent and desired stateBroad Operational ApproachSituational Information- Experience- Expertise- JudgmentKEY RESULTSSTAFF ACTIONS- Task Analysis- Center of Gravity Analysis- Relative Combat PowerAnalysis- Assumption/Limitations- CCIRs*/RFIs*- Draft Mission Statement- Resource Shortfalls- Estimates (Staff & MSC*)- Update IPB products- Red Cell/Green Cell/RedTeamApproved Mission StatementCommander’s IntentCourse of Action (COA)Development guidance

Problem FramingPurpose: To gain an understanding of the environment and the nature of the problem set.STAFF ACTIONSConcurrent and Complementary1. Analyze Tasks-Specified: Anything specified(OPORD*, Mission Statement,verbal, etc)-Implied: Necessary to accomplisha specified task-Essential: Specified or impliedtasks that MUST be performed toaccomplish mission2. Analyze Center of Gravity-Enemy and friendly (COG*, CC*,CR*, CV*)3. Develop Assumptions-Logical-Realistic-Essential for Planning-Doesn’t assume away anadversary capability5. Develop Mission Statement-Who, What, Where, When, Why- Must address the problem set6. Propose Initial CCIRs-Planning CCIRs-Operational CCIRs7. Perform Ongoing Activities-IPB* product refinement-Red Cell activities/Green Cellactivities-Refinement of staff estimatesand estimates of supportability-Battlespace refinement-Resource shortfalls identification-Commander’s Critical InformationRequirement review/update-Requests for informationDESIGNGoal is to achieve understandingthrough critical thinking and dialogue1. Commander’s Orientation2. Describe the current anddesired states of the operatingenvironment3. Define the problem setPRESENT PROBLEMFRAMING BRIEF-As they exist within theenvironment-Preventing the environment fromprogressing toward the desiredstate4. Develop the BroadOperational Approach- Input and Synthesis of bothdesign and staff actions- Graphic and Narrative- Commander’s initial intent andguidanceCOMMANDER’S COURSEOF ACTION GUIDANCEBroad Operational Approach4. Determine Limitations-Restraints: what can’t be done-Constraints: something you mustdo*COG: Center of GravityIPB: Intelligence preparation on the BattlespaceCC: Critical CapabilitiesCR: Critical RequirementsCV: Critical VulnerabilitiesISSUE WARNO

THE MARINE CORPS PLANNING PROCESSSTEP TWO: Course of Action DevelopmentActivitiesKEY INPUTSEstablish battlespace frameworkKEY RESULTSDesign & Staff ActionsArray forces (friendly, adversary, population)COA graphic & narrativeOperational ApproachAssign purpose and then tasks for eachsubordinate elementRefined IPB & intelligenceproductsApproved MissionStatementTask organizeCommander’s IntentSequencing of actions to achieve the missionPlanning support tools-DST*/DSM*/Synch MatrixCommander’s COADevelopment GuidanceDivide operation into phasesIntegrate activities across time and spaceEstimates of SupportabilityStaff estimatesEstablish control measuresCommander’s WargamingGuidance and Evaluation CriteriaPresent COA Development brief toCommanderUpdated WARNO*DST: Decision Support TemplateDSM: Decision Support Matrix

COA DEVELOPMENTPurpose: Develop one or more options for accomplishing the missionin accordance with the commander’s operational approachActivitiesOperational Approach-Commander’s Intent-Commander’s COA Guidance Types of Operations Forms of Maneuver COG Analysis Battlespace Framework Influence & Deception Activities Risk Guidance1. Establish Battlespace Framework- Organize the battlespace Spatial/functional Deep, close, rear Decisive, shaping, sustaining-Organize the force Main effort, supporting effort,reserve, security2. Array Initial ForcesCOA Criteria1. Feasible: Accomplishesmission with the available time,space, and resources2. Acceptable: Worth the cost3. Suitable: Accomplishes thetask and purpose4. Distinguishable: COAs differfrom each other5. Complete: Address all thetasks*RCPA: Relative Combat Power Analysis-Determine RCPA* required toaccomplish task-Array forces starting with decisiveoperations and continuing withshaping and sustaining operations3. Assign Purpose and Then Tasks-What is necessary to accomplishmission?4. Convert Generic Units toSpecific Units6. Sequencing-Arrangement of actions toachieve the mission7. Phasing-Divide operations into phases8. Develop COA Narrative andGraphic and Synch Matrix9. Determine Control Measures10. Rough Cut COA Brief-Rough Task Organization-Rough COA Graphic & Narrative11. COA Refinement-Develop supporting concepts12. Conduct COA Development5. Task Organize-Structure and resource the forceto conduct operations- Establish command and supportrelationships13. Commander’s WargamingGuidance Evaluation Criteria

THE MARINE CORPS PLANNING PROCESSSTEP THREE: Course of Action War GameKEY RESULTSKEY INPUTSIdentified branches & sequelsCOA graphic & narrativePlanning support toolsEstimates ofsupportabilityStaff estimatesCommander’swargaming guidance &evaluation criteriaActivitiesAssign War Game billetsCollect documents & toolsSelect War Game techniqueConduct COA War GameRecord COA War Game resultsRefine staff estimates, estimatesof supportability, & supportingconceptsPresent War Game briefRefined IPB & intelligenceproductsRefined staff estimatesRefined estimates ofsupportabilityApproved COAs for comparisonand decisionComparison criteria/guidance

COA War GamesPurposeTo Improve the Plan1. Validate COAs by testing each COAagainst a thinking adversary2. Improve each COA3. Evaluate strengths & weaknessesof each COA4. Better understand problem andenvironmentInputs Commander’s Wargaming guidance Commander’s evaluation criteria IPB products Planning support toolsWar Game Techniques Key Events or Sequence of CriticalTasks Avenue in Depth Belt BoxActivities1. Organize for Wargaming2. Gather documents & tools3. Select a War Game technique4. Conduct a War Game-Roll call-Orientation to the War Game board-Commander’s War Game guidance-Confirm task organization twolevels down-Review CCIRs and assumptions-Review critical events to be wargamed-Identify war game method to beutilized-Red/Green cells brief their COAs tobe war gamed-Review rules of War Game-Execution of turnsAction Describe operations to all friendlyunits Describe the mission/tasks Describe the desired outcomeReaction Describe operations of all friendlyunits Describe probable outcome ofcontact*OE: Operating EnvironmentCivilian Reaction Describe actions of other actorsin the OE*Counteraction Identify additional actions andresources required Modify COA as necessary5. Record and display WarGame results-War Game worksheet-Synchronization Matrix6. Assess the War Game results

THE MARINE CORPS PLANNING PROCESSSTEP FOUR: COA Comparison and DecisionKEY INPUTS Updated IPB products Updated, complete COAs COA war game worksheet COA evaluation worksheet Resource shortfalls Updated CCIRs Decision SupportTemplate & DecisionSupport Matrix Branches & sequelsidentified for furtherplanningKEY RESULTSApproved COAGuidance for branches & sequelsActivitiesEvaluate COAs againstCommander’s Evaluation CriteriaCompare COAsCommander’s DecisionUpdated WARNO

COA Comparison And DecisionPurposeFor the Commander to evaluate all friendly COAs against established criteria, then compare each COAagainst each other, and decide which COA best accomplishes the mission.12Evaluate Course of ActionCompare Courses of Actionto each otherThe separate evaluation of eachCOA against the Cmdr’s EvaluationCriteria with special consideration toadvantages, disadvantages, and risk.The comparison of each COA toeach other using the advantages,disadvantages, and risks developedin the evaluation step.45Refine the Concept of OperationsUpdate the Warning OrderThe concept of operations is ageneral description of actions to betaken and a generic organization forcombat that serves as the basis forsupporting concepts, functional ordetailed Planning, and branch andSequel planning.The Warning Order allowssubordinates to continue concurrentplanning.3Commander’s DecisionThe Commander selects the COAthat best accomplishes the mission.There are four options: Select Modify New DiscardPotential Evaluation Criteria-Principles of war-Limitation of casualties-Exploitation of the adversary’sweaknesses/friendly strengths-Population considerations-Opportunity for maneuver-Concentration on combat power-Speed-Supportability-Political considerations-Force protection-Risk assessment

THE MARINE CORPS PLANNING PROCESSSTEP FIVE: ORDERS DEVELOPMENTPURPOSEThe Orders Development Step translates the commander’s decision intooral, written, and graphic direction sufficient to guide subordinate planning,execution, and initiative.KEY INPUTSKEY RESULTSApproved COAApproved order or planCONOPS*ACTIVITIES-Refine the CONOPS-Prepare the order or plan-Orders reconciliation-Orders crosswalk-Approve the order or plan*CONOPS: Concept of OperationsPlanning support tools

ORDERS DEVELOPMENTActivities-Refine the CONOPS: Refined staffestimates and IPB products from theapproved COA allow planners andsupporting staff sections to proceedwith functional and detailed planning.-Prepare the order or plan: The Chief ofStaff or Executive Officer dictates theformat for the order, sets and enforcesthe time limits and developmentsequence, and assigns responsibility forannex development to the appropriatestaff sections.-Orders reconciliation: An internalprocess during which the staff conductsa detailed review of the entire order-Orders crosswalk: An external processin which the staff compares its orderwith the order of higher, adjacent, andsubordinate commanders to achieveunity of effort and ensure the superiorcommander’s intent is met.-Approve the order or plan:Commander’s signatureTypes of Combat OrdersOPORDA directive issued by a commander to subordinatecommanders for the purpose of effecting thecoordinated execution of an operation.Fragmentary Order (FRAGO)An abbreviated form of an operation order issued asneeded after an operation order to change or modifythat order or to execute a branch or sequel to that order.WARNOA preliminary notice of an order or action that is tofollow.Execute Order (EXORD)An order to subordinates that directs them to executeexisting orders or plans and conveys guidance notprovided in earlier instructions.

THE MARINE CORPS PLANNING PROCESSSTEP SIX: TRANSITIONKEY INPUTSApproved order or planPlanning support toolsIPB & intelligence productsACTIVITIES-Transition brief-Transition events (rehearsals, drills exercises, briefs)-Confirmation briefsKEY RESULTSSubordinate commanders & staffready to execute the orderOngoing development of plan forbranches and sequelsSuccessfultransition enhancesthe situationalunderstanding ofthose who will executethe order, reinforcesthe intent of thecommander, promotesunity of effort, andgenerates tempo.

TRANSITIONTransition Briefs(Future to Current Ops, Higher HQ to Lower)-Internal transition is when the planning staff moves its planto execution (Future Operations to Current Operations)-External transition occurs between the commander andsubordinate commandersTransition EventsConfirmation Brief(Subordinate to HQ)Transition Event Options-Map brief-Terrain model brief-Communications exercise-Rehearsal of concept drill-Combined Arms rehearsal-Key leader rehearsal-Reduced force rehearsal-Full dress rehearsal

THE MARINE CORPS PLANNING PROCESS STEP SIX: TRANSITION KEY INPUTS Approved order or plan Planning support tools IPB & intelligence products KEY RESULTS Subordinate commanders & staff ready to execute the order Ongoing development of plan for branches and sequels ACTIVITIES-Transition brief-Transition events (rehearsals, drills exercises, briefs)