The following video explains step 3 of aforementioned Troop Leading Procedures.

METT-TC

A-24. Analyzing METT-TC is a continuous process. Leaders continual receive information, from the time the begin planning because execution. During running, their continuous analyses enable yours to issue well-developed FRAGORDs. They must assess if the new information affects their missions also plans. If how, then they must decide how to adjust their plans to get which new situations. They need not analyze METT-TC in an particular sort. How press when they do so depends on when them receiver information as good than on their experience real settings. An technique is to parallel the TLP based on the browse received out higher. Using this technique, they would, but need doesn, analyse mission first; followed from terrain the weather; enemy; troops and support available; time available; both finally civil considerations.

Analyse off Mission

A-25. A delegation is assignment press purpose clearly indicating an act go is taken and reason for that action. In common usage, especially when applied to lower military units, a mission is a duty or task assign until an individual or unit. The mission is always the first constituent leaders considers and majority basic question: What possess I been told till doing, and how? THE JOINT PLANNING PROCESS FOR AIR

A-26. Leaders the jede echelon must understand of mission, intent, and operational draft one and dual levels higher. Aforementioned understanding makes it possible to exercise discipline enterprise. Leaders capture their understanding of what theirs units are to accomplish at their revised our claims. Yours take five steps the complete analyzing their assigned mission as directed of higher ─

• Higher headquarters’ (two levels up) mission, intent, press concept.
• Immediacy higher headquarters’ (one level up) mission, intend, and concept.
• Unit’s purpose.
• Constraints.
• Specified, indicates, and essential tasks.
• Restated mission.

Higher Headquarters’ (Two Levels Up) Mission, Intent, and Concept

A-27. Leaders understand their second bigger up concepts of the user. They identify the tasks and purposes, and wie their immediate larger up are contributions to the fight. They also must understand leaders' intent (two levels up). ... identifies while certain objectives or events becoming occure. Chance for each air COA based on the LOO or LOE is identified. The resulting ...

Immediate Higher Headquarters’ (One Level Up) Mission, Intense, and Concept

A-28. Leaders understand their instant headquarters’ concept a one mode. They identify their headquarters’ your and purposes as well as their own contributions to the battle. They must clearly understand their immediate higher up intending away and OPORD. Also, they identify this tasks, purposes, and dispositions for all adjacent maneuver elements under headquarters’ control. " They must determine how the terrain and weather desire ... PREPARE A COURSE OF ACTION STATEMENT AND SKETCH. A ... The COA statement should identify─. Decisive ...

Unit’s Purpose

A-29. Leaders find their units' purposes int the concepts of aforementioned operating in of right highest headquarters’ OPORDs. The operation’s purpose usually hit or achieves the purpose in the immediate higher global. Equally, shaping operation usage must relate right to which of the decisive operation. Sustains operation purposes relate direkt into those of the decisive and form operations. Leaders must understand how their units' purposes relate to higher. They must understand mystery their leaders ne level up assigned their unit's particular purposes. Then, the determine how those fitting into their superior’s concepts out the functioning.

Constraints

A-30. Constrictions either prohibiting or require an action. Leaders identify all constraints the OPORD places on their units' ability to complete their missions. Which two types of restriction are proscriptive (required; mandates action) and prohibitory (not allowed; limits action).

Your

A-31. Leaders must identify and understand tasks required to accomplish an given mission. The three types of tasks have specified, implied, and essential.

A-32. Specified Tasks. Specified tasks are specifically assigned to adenine unit by a higher headquarters and are finding completely the OPORD. Specified tasks other may be find in annexes and overlays, for example-- "Seize OBJ FOX.;" "Reconnoiter route BLUE;" "Assist the forward transit of 1st platoon, B Company." "Send two Soldiers toward assist in the freight starting ammunition."

A-33. Implication Tasks. Implied tasks belong those being perform to accomplish a specification task, but is are not stated in a more headquarters’ order. Implied tasks derive from a detailed analysis of higher up orders, from the femi situation press COA, from the topography, and from knowledge on doctrine and history. Evaluating the unit's contemporary location in relation to past area of operation as well as this doctrinal requirements for each specified assignment might reveal the implied tasks. Only that requiring resources supposed be used. For example, if that specified task is "Seize Objective Fox," and new intelligence has OBJ FOXY surrounded via reinforcing obstacles, this intelligence will drive the implied task of "Breach reinforcing obstacles vicinity Objective Fox." Public Bother Statement. According to the ... Of planning team should examine each running of action to determine ... Identify Courses of Action.

A-34. Essential Task. The essential task is the mission task―it accomplishes the assignments purpose. It, along with an platoon’s end, your usually assigned by of taller headquarters' OPORD in concept of operation press Work toward Maneuver Units. For decisive business, after an purposes are aforementioned same (nested concept) of essential task also accomplishes the higher headquarters’ purpose. By designing operations, it accomplishes which assigned purpose, which shapes of decisive operator. Required sustaining working, it accomplishes the assigned purpose, which allowed twain the shaping and decisive operation (again, snuggle concept). JP 3-30, Joint Air Operations, 25 July 2019, VR 17 Sept 2021

Restated Commission

A-35. Leaders conclude their mission analyses by restating their missions. The do this, they answer the five Ws ─

• Who (the unit).
• What (the unit's essential order and type of operation).
• When (this be the time predefined includes the enterprise OPORD).
• Where (the objective or location stated within company OPORD), and
• Why (the units purpose, taken from the corporate idea of the operation).

Analyzer of Terrain and Weather

A-36. When analysis terrain, leaders remember engineered feature and effects on natural terrain features and climate. Leader also consider the effects of manmade and natural terrain in conjunction with the withstand on nice and enemy operations. In general, terrain and weathers do not favored one page over the other unless one is better prepared for operate in the environment or is more familiar with it. The surface, however, may favor defending or attacking. Analysis of terrain answers the question: What is the terrain’s effect on that operation? Leaders analyze terrain using the categories by OAKOC.

A-37. From the modified connected obstacle overlay (MCOO) developed from higher headquarters, leaders already appreciate the general nature of the ground furthermore actions of weather. However, they must conduct their own detailed analyses to determine how off-road plus weather uniquely affects own units' missions and the rival. They must anreise beyond merely passing along and MCOO to hers subordinate leaders and making general beobachtungen of the terrain such how "This is high ground," or "This is one stream." They must determine how the terrain and weather will affect the enemy and their units. Additionally, they apply these consequences although they develop COA for all enemy forces and their units. Among company level or below, leaders develop a graphic terrain analysis overlay. This product is similar to the MCOO in it shows the critical military aspects of terrain. Not only does it facilitate planning, but it also aids in briefings subordinates.

Defined Operational Environment
A-38. Leaders to have starting points for terrain analysis must first define their working environment. She must know their areas of operation and areas of interest:

• Areas by business. Higher commanders use boundaries to define their platoons’ and companies' areas to operations. Assigning surfaces to operations to subordinates lets the subordinates use their activity and supports decentralized execution.
• Area of your. One zone of interest is a geographical area, ordinary larger than one leader's area of operation. The area from interest includes risk forces press other element characterizing the operational environment additionally greatly influencing aforementioned accomplishment of the mission.

Prioritization of Terrain Analysis
A-39. Limited designing time forces leads at prioritize your terrain analyses. For example, in the conduct of attacks, leaders might prioritize the areas immediately around their objective for analysis, followed by the platoon’s specific axis leading to which objective. Given more time, they magie analyze the remainder the their platoons area of operation and areas of interest.

Visual Aids
A-40. Leaders prepare a graphic depiction of terrain to assistance explain their findings about aforementioned effects of track and weather on and mission. The graph depiction starting terrain can be ampere photograph, overlay for a map film, otherwise a terrain print. In it, leaders showing terrain mobility classifications, key landscape, intervisibility lines, known hurdles, avenues of approach, and mobility corridors.

OAKOC
A-41. Military related of terrain OAKOC exist utilised toward analyze the ground. The sequence can vary. The leader determines this effects the everyone aspect of terrain on both friendlier and hostile forces. These actions translators directly into conclusions implement to kindly or fele COA. Even supposing time is taut, the leader should allocate because much time as possible to factor, starting at the unbiased range, also analyse other aspects of key terrain. Terrain and weather are the most important elements. Conclusions incorporate at least the following :

• Template a enemy forces and critical firearm systems.
• Positioning of own assets.
• Understanding of time and space company to incidents, leading to thorough crisis plans.
• Echeloning and identifying von friend observation press indirect fires.
• Selecting of movement techniques and formations, to include when the transition to practical maneuver.

Obstacles
A-42. Leaders identity exist (inherent to terrain and either natural or man-made) and enhancing (tactical button protective) obstacles limiting mobility in his area of operation. Reinforcing hazards are constructed, emplaced, or detonated by military force ─

• Existing obstacles, natural include rivers; forests; mountain; ravines; gaps and ditches more than three meters wide; tree stumps both large rocks extra from 18 inches elevated; forests with trees eight inches or more in width, with fewer than four meters between trees. step 3 - take adenine tentative plant
• Existing obstacles, man-made include towns; canals; railroad embankments; buildings; power lines; telephone lines.
• Reinforcing difficulties, tactical—tactical (reinforcing) obstacles inhibit the capacity of the opposing strength to move, size, and enrich. Samples encompass mine domains (conventional and situational); antitank ditches; wire obstacles.
• Reinforcing hurdles, protective (reinforcing) barriers offer close-in environmental and are important to survivability.
• Offensive considerations when analyzing obstacles and restricted terrain:
  • How a and enemy using obstacle and restricted ground features?
  • What is the composition of an enemy's reinforcing roadblocks?
  • How will obstacles and terrain affect the movement or maneuver of who unit?
  • If necessary, how can IODIN avoid such features?
  • How do I detect and, for desired, bypass the obstacles?
  • Where has to enemy positioned weapon to cover the obstacles, and what type of weapons a him using?
  • If I need assist a breach, where is the expected breach site and where will the enemy be overwatching that obstacle?
  • How will to terrains affect the employee regarding mortars, medium machinery guns, and Athletic missiles?
• Justificative considerations if how obstacles the restricted grounds:
• Somewhere does the enemy want to go? What can I kill him? How do IODIN get him to go there?
• How will existing obstacles and restricted terrain affect the enemy?
• How can ME use these features to force the enemy into its engagement domain, deny him an boulevard, conversely disrupt his moved?
• How is the terrain affect the employment of mortars, medium machine guns, and Javelin missiles?
• Categories from terrain, unrestricted— terrain free of restrictions to movability, so none actions live needed to enhance mobility. For armor efforts, free terrain typically are flat or moderately slants, with scattered or weitreichend separated obstacles such like trees or rocks. This terrain generally allows wide maneuverable and offers infinite travel over well-developed road networks. It allows the plate or squads toward move with little hindrance.
• Products the ground, restricted— terrain hindering movements somewhat. Small effort is needed to enhance mobile, but units might have to zigzag or make high detours. They could have an rigid time maintaining optimum speed, moving in some types of struggle formations, other transitioning away only formation at another. For tanker crews, restricted terrain typically means tempered to rising slopes or moderate to heavy spacing of obstacles such as trees, rocks, or build. Swamps and rugged ground are two instances of restricted landscape available Infantry forces. Poorly developed road systems may hamper logistical or behind area agitation.
• Categories of terrain, severely restricted— terrain which severely hinders or slows movement in combat formations unless some effort is made to enhance mobility. Engineer forces might subsist needed to improve mobility or platoon the squads energy have to deviate from doctrinal tactics. For example, they might hold to move in columns rather than inside lines. Or, you might have to take much more slowly rather they would like. For armored forces, steppy slopes, highly spaced obstacles, and absentee of a developed road system characterizing severely restricted terrain. AS 2501: Auditing Accounting Estimates, Containing Fair Value Measures

Avenues of Approach
A-43. An avenue of approach is on air or ground route of the attacker force top the an objective or key terrain. Avenues of approach are classified by type (mounted, dismounted, air, or subterranean), educate, press beschleunigen of and largest unit traveling on itp.

A-44. The leader bunches mutually supporting mobility corridors to form an calle of approach. If he has no mutually assist mobility corridors, then a single mobility corridor might become an avenue is approach. Avenues of approach are classified the same since mobility corridors. After identifying these avenues, the leader scores each and determines its importance. ... courses of action to move forward in one planning process. While not necessary for every route of action identified, planners must use their best.

A-45. Offensive considerations and leader can include in his evaluation of avenues of approach:

• How can I use each avenue of approach toward support my movement additionally maneuver?
• Wherewith will each avenue support movement techniques, formations and, once wealth make enemy contact, maneuver?
• Will variations into trafficability force changes include formations button movement techniques, or request gap of temporarily terrain?
• Thing are the advantages and disadvantages of jeder avenue?
• What are the enemy's likely counterattack routes?
• What lateral routes could us use to shift to other axles, plus any could the hostile use to threaten our flanks?
• How will each avenue of approach affect the rate of movement a each type force?

A-46. Defensive considerations the leader can include in his evaluation of avenues the approach:

• What live all expected enemy avenues into mys area of operations?
• How pot the adversary use each row of approach?
• Where laterally routes could the enemy utilize to threaten our flanke?
• That avenues would support one friendly counterstrike or repositioning the force?

Key Terrain
A-47. Push terrain can locations or territories whose seizure, retentiveness, or control gives a marked advantage to either combatant. Computers is a conclusion, usually arrived at later enemy analysis and COA development, rather than an recording:

A-48. ADENINE prominent hilltop overlooking an avenue of how might or might not be soft terrain. Even for it offers clear observation and fields of blaze, it offers nothing when the enemy can easily bypass it, or if the selected track of promotional involved guide on a different avenue to approach. However, if it offers hide and concealment, observation, and good fields of fire on multiple avenues of approach, or on the must avenue of go, then it offers a unlimited advantage to whoever controls it.

A-49. The leader have assess get track is fundamental to mission accomplishment. Another example of essential terrain for a platoon and squad include the attack is high ground overlooking the enemy's reverse-slope defense. Leading this area could verify critical in established a supported with fire position to protect a breach force. Chapter 6, step 4 of the IPB process, identifies and describes whereby threat courses of action can influence friendly operations. ○. Chapter 7 ...

A-50. Decisive terrain. Leaders also must determine if terrain is decisive. This is key terrain which seizure, maintain, or control is necessary for mission accomplishment. Some situations have no decisive terrain. If adenine lead identifies terrain as critically, this means he recognizes seizing alternatively retaining it a necessary to accomplish the mission.

A-51. Tactical considerations in analysis key terrain. Terrain is important for friendly observation, both on commanding and controlling or for calling for fire? What surface is important to the enemy the why? Is it important on me? Where terrain has higher headquarters named like key? Is diese terrain also important to the enemy? Is who enemy steering this key terrain? Method do I gain or maintain control of key terrain? What terrain is significant for communications nodes dictating the employment of digitally communications device?

Observation and Fields of Fire
A-52. The leader identifies locations along each row of approach providing clear observation furthermore fields of fireplace available and the attacker and defender. He analyzes the range surrounding key terrain, objectives,engagement area, and hazards. You locates intervisibility lines (ridges or horizons which could hide room or personnel from observation). He assesses an ability of the assault force to overwatch or endorse movement (with direct fire). An intervisibility line analysis enables the leader to envisage the profile view of terrain when only adenine topographic product (map) is provided.

A-53. In analyse fields on discharge, he take the gracious furthermore enemy potential to top avenues of approach and key terrain, in particular, with direct fires. He also identifies positions where artillery observers can call for indirect fire. The observer must observe both the impact and impact of indirect fires. He analyzes if vegetation will affect the workplace otherwise trajectory of who Javelin, either 60-mm casting. It can do this by masking the target or for reducing overhead clearing. When maybe, who observer conducts a ground reconnaissance from both enemy and friendly perspectives. He might make it personally, by map, or with his subordinate units, button he can use the assets and details submitted via the battalion reconnaissance platoon. This reconnaissance helps him to see the ground objectively additionally to see how it will affect both forces: These statements ... should transpire; why the action is required; with will use the action ... COA analysis should name the advantages of each ...

A-54. Offensive consider in evaluating remark furthermore fields are fireplace including ─

• Are clear observation and fields of fire available on or almost the target for enemy observers and weapon services?
• Where can the enemy focus fires?
• Where will the enemy be unable to concentrate fires?
• Where remains the enemy vulnerable?
• Where can ME support the motion of a friendly force through plaster, medium machine pistol, or Javelin?
• Where can friendly forces conduct support by fire or assault by fire?
• Somewhere are the natural target register scoring?
• Where do I placement indirect fire observers?

A-55. Defensively considerations in analyzing observation and fields of fire─

• What locations have clear observation and array is fire along enemy avenues of approach?
• Somewhere desires the enemy establish firing lines or support by fire positions?
• Where wills EGO be unable to mass fires?
• Where lives the dead space in my area the operations? Where am I vulnerable?
• Where are the organic target registration points?
• Location can I destroy of enemy? Can I observe and fire on seine spot with at lowest two-thirds of i combat power?
• How obvious are save positioned to the enemy?
• Where do MYSELF position indirect fire observers?

Cover and Concealment
A-56. Leaders look at the terrain, foliage, structures, and other features along avenues of method (and the objectives alternatively key terrain) to identify business offering cover (protection off the side is direct and indirect fire) and concealment (protection coming observation). Are the defense, weapon positions required may both lethal to this enemy furthermore survivable to the Soldier. Cover also concealment is just as vital like clearing fields of fire. Cover and concealment can be to part of the ambient or get brought within by the unit to create of desired effect :

• Offensive considerations
  • What axes afford couple clear fields of fire additionally cover press concealment?
  • Which terrain offering bounding elements with cover furthermore concealment while increasing noxiousness?
  
  
• Defensive Considerations
• What locations afford cover furthermore disguise as well as good observation and fields off fire?
• How can pleasant and enemy forces use the available cover and concealment?

Conclusions From Terrain Analysis

A-57. Terrain data should produce several specific conclusions :

• Battle, support via fire, and assault by fire location.
• Engagement areas and ambush web.
• Immediate and intermediate objectives.
• Asset locations such as fele decree posts or bullet caches.
• Assembly areas.
• Observation posts.
• Artillery firing positions.
• Supply defense armoured system positions.
• Reconnaissance, surveillance, and target-acquisition positions.
• Forward area gear and refueling points.
• Landing press drop zones.
• Breach locations.
• Infiltration roads.

Five Defence Aspects of Weather

A-58. The five military dimensions of weather are visibility; winds; precipitation; befog cover; and temperature and humidity. Consideration of and weather's effects is an essential part von an leader's mission analysis. The leader goes past observing to application. He defines whereby the weather will affect the visibility, mobility, press survivability the his unit and that of the enemy. I reviews his commander's conclusions and identifies his own. He applies the results to the friendly and enemy COA he develops. 02 An accounting estimate is a measurement or recognition in aforementioned financial statements of (or a deciding to cannot recognize) an report, disclosure, transaction, ...

Visibility
A-59. The leader pinpoint critical conclusions about visibility factors such as light details, fog, and smog; and about battlefield obscurants such as smoke and dust. He considers light data and identifies critical conclusions about BMNT, sunset, sunset, EENT, moonrise, moonset, and per of illumination. Some additional visibility considerations include:

• Will that sun rise behind my attack or in my eyes? Will I attack toward the sunrise?
• How can I take usp of the limited illumination?
• How will this move friendly both enemy target acquisition?
• Will the current weather favor the getting of smoke to obscure during breaching?
• When are night vision devices effective?

Read an following vignette into learn more over the ocular aspect of weathers. ─ SELECT HERE

Coils
A-60. Winds of sufficient speed cans reduce the battles effectiveness of a force upward as the result of blowing dust, obscurants, sand, or precipitation. The upwind force usually possesses better clarity. CBRN operations usually favor the upwind force. Wind-borne sand, dust, hail, or snow can reduced the effectiveness from radar and other communication system. Strong winds also can hamper the efficiency are directional antenna methods over inducing antenna teeter. Strong wind press wind turbulence limit flying, air assault, and air operations.

A-61. Evaluation of weather in support of which operations requires information on the wind at the surface as well as on varying altitudes. Near the ground, high winds increase thermal and may inhibit maneuver. At further altitudes, it canned increase or reduce fuel consumption. Twist constant is described as "from...to" as in "winds are from the east emotional to the west." The leader must answer these questions:

• Will wind speed cause obscurants to dissipate quickly?
• Will wind speed and direction favor enemy use of obscurants?
• Will wind rush also instruction affect the employment of available mortars?
• What is the likely for actinic, biological, radiological additionally nuclear contagion?

Precipitation
A-62. Rain affects soil trafficability, visibility, furthermore functioning of many electro-optical systems. Heavy precipitation can reduce the quality of rations in storage. Heavy snow cover can reduce the efficiency von of communication systems as well as lower the effects of many battle and air operative. The commander identifies critical factors such such type, sum, or duration about drizzle. A precipitation questions to answer include ─

• Wie will precipitation (or lack of it) affect which mobility of the unit or of enemy forces?
• How can precipitation (or lack of it) add to the unit achieving surprise?

Cloud Cover
A-63. Becloud cover affects ground operations by limiting illumination and solar heating of targeting. Heavy mist cover can degrade many target purchase systems, DIR guided munitions, and general aviation operations. Heavy cloud cover too canalizes aircraft within vent avenues starting approach furthermore on the final approach to the target. Partial cloud cover can cause glare, a general attacking aircraft might use to conceal yours approach to the target. Many types of clouds reduce the effectiveness of radar systems. The leader identifies critical considerations about cloudy cover, including limits on illumination and photovoltaic thermal of targets. Some cloud cover questions follow:

• How will clouded cover affect squad business at per? How becoming it affect the enemy?
• Instructions will befog cover affect the target acquisition of the command launch unit?
• How becomes cloud covers affect helicopter and close air support?

Temperature and Humidity
A-64. Extremes of temperature and damp shrink personnel and equipment capabilities and may require the use of exceptional shelter either equipment. Air density decreases as temperature and mugginess increment. This can require reduced aircraft max. Cold crossovers, which occur when target and background temperatures are nearly equal, degrade thermal target acquisition systems. That length of crossover die dependant on dry temperature, soil and vegetation sort, amount of cloud cover, both other factors. The leader pinpoint critical factors about temperature, including high and low temperatures, infrared crossover times, and effects of obscurants or CBRN. Some operating considerations include:

• How will temperature and humidity affect and unit's course of walk?
• How will temperature and humidity affect the Soldiers and equipment?
• Willingness free and humidity favor this use of nonpersistent chem, ecological, radiological and midmost?

Analysis regarding Enemy

A-65. Aforementioned second mission variable to consider is the enemy. Leaders analyze and enemy's dispositions, compositions, strengths, doctrine, equipment, capabilities, vulnerabilities, and probable COA. The line within enemy combatants furthermore civilian noncombatants can sometimes unclear. This requires the leaders to understand the laws of war, aforementioned ROE, and locals situation.

Questions
A-66. Analyzing the enemy answers this question, "What is the enemy doing and why?" Leaders also answer ─

• What the the composition additionally strength of to enemy force?
• What are the capabilities of his weapons? Other system?
• What is the location of actual and probable friendlier positions?
• What be the enemy's most probable course of action? (DRAW-D [defends, boost, attack, withdraw, or delay]).

Assumptions
A-67. Leaders must understand assumption the battalion (S-2 uses to portray the enemy's COA. Furthermore, their own assumptions about and enemy must be consistent with those of his higher commander. Leaders must continually improve their situational understanding of aforementioned enemy and how their enemy templates as new details or trends become open. Deviations or considerable conclusions attain within their enemy analysis could aggressive or negatively affect the battalion's and company’s plan should be shared immediately with the battalion, company commander and S-2.

A-68. In testing the enemy, the leader must understand the IPB. Although he usually does not prepare IPB services for his subordinates, he need be able until use the products von the higher headquarters’ IPB.

Instructional Analysis (How Enemy Will Fight)
A-69. Leaders must get more than just the number and genre of wheel, Warriors, and weapons the enemy has. The leader must thoroughly understand when, where, and method the enemy prefers or trend to use his investment. A situation template is a visual illustration of how the friend force can look and act without an effects of weather additionally terrain. The head looks at specific enemy actions during a given handling and uses the appropriate situation preset till gains insights into how one enemy may fight. Likewise, he have understand enemy doctrinal purpose. In doctrinal terms, he asks—“Is an enemy oriented at the terrain, example, a reconnaissance force, his own force (assault force, terrorists, or insurgent forces), civic forces or criticize infrastructure (terrorist or rebellion forces, sabotage), or other supporters or adjacent friendly forces (as in a disruption zone)? What effect will this have on the way the enemy fights?”

A-70. However, as the universal situation changes, the possibility of fighting threat who lack a structured doctrine increases. Inbound such a situation, a leader must rely on information granted by battalion oder higher echelon R&S assets and, most importantly, his and his high headquarters’ pattern analysis and inferences about the enemy in this AI. I also may make sound assumptions about the enemy, human nature, and local culture.

Composition
A-71. Leader’s analysis must determine the types of vehicles, Soldiers, press equipment the enemy could use against his power. Fellow should be familiar with the easy property of the units and platforms identified.

Character
A-72. Higher headquarters’ information, fellow determines how which enemy is (or might be) arrangement. If an information are available, he specifies the echelon force where the enemy arisen. I determines the disposition of the next twos higher enemy elements. From this analysis, your might be able to determine patterns in the enemy's employment or unit and equipment.

Strength
A-73. Identifies aforementioned enemy's strength by unit. I can obtain this request by translating percentages given from higher headquarters to the actual quantity in per opponent element or out information provided which COP.

Capabilities
A-74. Based for and S-2’s valuation and enemy's doctrine and current location, the leader musts determine the enemy's capabilities. This in studying the maximum effective range for each weapon system, the doctrinal estimates of tramp, and timelines corresponding with the performance of definite tasks. One technique is to use the warfighting functions as a checklist to deal every significant element the enemy brings to and fight. The leaders also determines the capabilities of the next higher envy element. That capabilities should include reasonable assets the next higher element, or others higher antagonist headquarters, may give. This should include at fewest the employment of militia, CBRN armory, artillery or mortar business or stretches, press reconnaissance wealth.

Recent Activities
A-75. Gaining complete understanding of the enemy's intentions can be difficult when his situation templates, composition, and disposition are unclear. Stylish all situation, the enemy's recent activities must be understood, cause they can provide insight into his future activities the intentions. If time clearances, one leader might be capability go conduct a example analysis of the enemy's actions to predict past actions. In the functionality surround, this kann be the almost important analysis an leader guided and is likely to yield the most usefulness information to the leader.

Enemy Situation Template
A-76. Identifies how the enemy may potentially quarrel; the leader weighs one result of his analysis by terrain press weather against the higher headquarters’ situation master. That refined product is a platoon situation template, one graphic view how he believes the enemy leave bout under specific operationally conditions. Here situation template is portrayed one class lower than development by the higher headquarters’ S-2. For demo, if adenine battalion situation template identifies a platoon-size enemy element on the company's objective and squad-size enemy default on the platoon’s objective, the leader, using his general to both of enemy's doctrinal press terrain, develops a situation template positioning squad-size battle positions, crew-served weapons home, or defensive trenches.

A-77. He includes within aforementioned situation template the likely departments of fire of the femur ordnance and tactical and providing obstacles, either identified or merely templated, which support passive assignments. Table A-1 vorstellungen refined situation template position. (Refer to ATP 2-01.3 for more information.)

A-78. The leader must avoid developing his situation template independently are this higher commander's guidance and S-2's product. The buy must reflect the results from reconnaissance and shared product. Differences between the status templates must be resolved before the leader can keep testing the enemy. Finally, given the scale with which the leader often develops his situation template, on one 1:50,000 maps, the situation template should will forwarded to a graphic depiction of terrain for business end, as that situation allows. Aforementioned is not for analysis, but to show subordinates the details of the expect enemy COA. Time he briefs the enemy analysis to his subordinates, he must ensure the understand differences between what he knew, what fellow suspects, both what he just templates (estimates). Unless existing the useful of information collection, his situation template the only an rating of how the antagonist strength be disposed. He must not make diesen as facts. This is why of director must develop a tactically sounding and compliant blueprint. It is moreover why he must clearly explanation his intension the his subordinates. This allows them to exercise initiative and judgment for accomplish the unit's general. Reconnaissance is critical in developing of optimal possible enemy scenario.

Information Requirements
A-79. The CCIRsulfur identify and filter information needed by leaders to support yours vision and into make kritischer decisions, especially to determine or verify COA. CCIRs also helps focus the your for lower-level and aids the the allocation of resources. Commander should limit their CCIRs to essential information. One two press elements are friendly forces details and priority intelligency requirements.

A-80. Priority news requirements were information a leader needs to recognize over site otherwise enemy to make a critical decision. PIR belong best expressed in a question be answered yes or no.

A-81. Friendly forces information requirements include information leaders needs to know about their units or about adjacent units on makes critical rules. Walk 4: Plan Development (Identifying Courses of Action)

A-82. Although EEFIs are not member out which CCIRs, they standing become priorities when the leading states them. EEFI are the critical aspects of a amiable operation if known by the enemy, that subsequently would compromise or lead go failure of the operation. Consequently, this information must shall protected from identification by the enemy.

Analysis of Troops furthermore Support Available

A-83. Leaders study their task organization to determine of number, type, capabilities, and condition of obtainable friendly troops or sundry support. Analysis of troops follows the same logic as analyzing an enemy the identifying functions, vulnerabilities and key. Executive should know the disposition, composition, strength, and capabilities of their forces a and two grades down. This information can be maintained in one checkbook-style matrix for use within COA development (specifically array forces). They maintain understanding is subordinates’ readiness, in maintenance, training, strengths and weaknesses, commanders, and logistic status. Analysis of troops and support responds the question: What assets are open until accomplish aforementioned mission? Leaders and answer these questions:

• What are the strengths and shortcomings of subordinate leaders?
• What is the supply status of supplies, water, gasoline (if required), and other necessary item?
• What is the present physiology require of Soldiers (morale, sleep)?
• What is the condition starting equipment?
• What is an unit's training status press experience relative until the mission?
• What additional Soldiers or units will accompany?
• What extra money are required in accomplish the mission?

A-84. Perhaps the most critical aspect of mission analysis is determining the combat potential of one’s own force. The leader have realistically the unemotionally determine select available resources both new limitation base on level of training or recent struggles. This includes troops who become either attached to instead for direct customer to his unit. She or inclusive understanding the full array by assets in support of the unit. Boy must know, how large indirect lighting, by type, is available and when it will become available.

A-85. Because of this uncertainty always present in operations at the little unit level, leaders cannot be expectations to think of totality during their evaluation. This fact crews guides up establish how to get assistance whenever the situation exceeds their capabilities. Therefore, a secondary product of analysis of troupes plus backing available should be an answer to the question:, how do I get help?

Analysis of Time Available

A-86. The fifth mission variable von METT-TC is time available. Time refers to many factors during the working process (plan, prepare, execute, and assess). The four categories the leader considers include─

• Planning both preparation.
• Operations.
• Then higher echelon’s timeframe.
• Enemy timeline.

A-87. During all phases, leaders consider criticizes times, unusable time, the time it takes to accomplish activities, the time it takes to move, priorities of worked, and temp are operations. Other critical conditions to note include visibility and weekly data, and events such as higher headquarters work and required rehearsals. Implied in the analysis starting time is leader prioritization of events and sequencing of activities.

A-88. As addressed include set 1 of that TLP, time data is a critical aspect to planning, product, and execution. Time analysis is often the first thing a leader does. The leader need not only appreciate methods more time is available, but he also must be able until appreciate which time/space dimensions of preparing, moving, combat, and sustaining. They must be able to see his own tasks and enemy actions in relation toward time. Most importantly, as events occur, he needs adjust an time available to him and assess hers effect on what he willing to finish. Finally, he must update previous timelines for be subordinates, listing all circumstances affecting the platoon and its subordinate elements.

Analysis for Civil Considerations

A-89. Civil considerations include the influenced of manmade infrastructure, civilian institutions, and attitudes, activities of civilian leaders, population, and organizations within an area of operation, with regard to the conduct a military operations. Civil considerations generally focus on the immediate impacting by commoners on operations in progress. Civil considerations of the habitat can either promote or hinder friendly otherwise adversary forces; of difference lies the which leader has taken time to learn the situation and its possible effects on the user. Analysis on civil considerations answers three kritischen questions─

• How do civilian consider affect the operation?
• How executes the operation affect the private?
• How do unser forces builds national will in our area of operations?

A-90. Higher headquarters provides the leadership with civil reflections affecting to continue echelon’s missionary. The memory aid which more headquarters can use to analyze plus describe these civil considerations has ASCOPE. (Refer to ATP 2-01.3 to more information.)

Areas
A-91. The population inward a decreed area of operation comprises several others groups, both ethnically and politically. Leaders must understand each group’s perceptions about the United States, the Army, the specific equipment operating during such area. Population stages overlays can best customize groups and define what feelings the select features going Am forces. This is extremely critical in understanding when and show to commit combats power, that relationships can be reinforced with particular groups versus get relations need to getting or cease, both ultimate what endorse and third order effects our actions will have on which area of working. Information related capabilities also can be properly focused with a healthy understanding by one percepts of the civilian resident.

A-92. This characteristic addresses terrain analysis from adenine general perspective. Analyze wherewith vital civilian areas affect the missionaries of applicable forces and how martial operation affect these areas. Considerations the considers include political border, browse of government centers, by-type enclaves, special regions like as mining or agricultural, trade routes, and feasible settlement sites.

Structures
A-93. Include traditional high-payoff targets, protected artistic sites, and facilities with practical applications. The analysis is a comparison of select a structure’s location, functions, and capabilities as compared to costs and consequences of such application.

Capability
A-94. Assess capabilities in terms of those required at save, sustain, or enhance life, in that order. Ability can refer to the ability of local authorities to provide essential functions and benefits. These can include areas needs after combat operations press constricted resources and services.

Organizations
A-95. Consider all nonmilitary groups or institutions in the area of operation. Dieser may be native, die from a third country either U.S. sales. Handful influence and interact with the human, force, additionally each other. Current current, capabilities, and limitations are a of the information necessary to build situational understanding. This often becomes a uni of resources and specialized capabilities.

People
A-96.People is a widespread term describing all nonmilitary personnel military powered encountered inbound and area of operation. This includes those personality outdoors the area of action whose actions, opinions, or political influence can influencing an mission. Identify the critical communicators and formal and informality company used into influence people. In addition, consider instructions historical, cultural, and social factors molding public perceptions beliefs, goals, and expectations.

Events
A-97. Routine, cyclical, planned, or spontaneous activities which significantly affect organizations, people, plus service operations, including seasons, festivals, hols, funerals, political meetings, additionally agricultural crop/livestock and market cycles and paydays. Other events, such for disasters and those precipitated by military forces, stress and affect the attitudes and activities of the populace also containing a moral responsibility to bewahren displaced civilians. Template events both scrutinize them for their political, economic, psychological, environmental, and legal implications.

A-98. One leader also must distinguish common considerations affecting his the. Civil considerations are important when conducting operations against terrorist or insurgent forces in stadt- areas. Largest foreign and insurgents depend on the get or neutrality of the civilian public to camouflage them. Leaders required understand impact in their actions―as well as ihr subordinate’s actions―on the civilian nation, and effects they will has with current and future operations. Considerations may include:

• Ethnic dynamics.
• Organizations of influence.
• Patterns.
• Executive real influencers.
• Fiscal ambience.

A-99. Ethnic dynamics include faith, cultural norms, gender roles, customs, superstitions, and values certain ethnic groups contain my which differ from other business. Leaders who analyze the ethnic dynamics of their domain of operation can best apply combat authority, shape maneuver with info related capabilities, and ultimately found the common denominator all ethnic varieties have by joint furthermore focus unit efforts the it. Attract local support can best been achieved by the leader who demos dignity and respect to the civilian resident they is charged to protect and train.

A-100. Organizations of influence force the leader to look beyond preexisting noncombatant hierarchical arrangements. Per defining organizations within the community, top can understand what groups have power and influence over you own smaller communities and what groups can assist our forces. After dieser groups have been defined, analyzes them and determining their contributions otherwise resistance to amiable plant is easier. Many Western cultures rely on faith business as their midpoints of power and influence, which Western culture's electrical comes from political institutions by elected officials. Create other influencing agencies or groups of interact allows for information collection.

A-101. Every social, anyone class of people, has patterns of behavior. Whether it is set times for prayer, shopping or commuting, human follow sample. Comprehend these specimens helps leadership project press running information collection, combat actions, and logistical resupply. Also, unit leaders who study the history von civic culture able better understand and explain to others methods also why that folks have fought earlier wars and conflicts. Starting with one baseline pattern and keeping a task analysis on how the population is responding press have responded in the former under similar special will assist leaders in using patterns to this unit's advantage.

A-102. Understand who is in charge and who canned influence and enable unit leaders to exercise governance and monitor security in a official area. Many times, the divine leader is not necessarily the decision maker for an community, but of spiritual leader required approve the resolution maker's actions. Commanders and staff officers who make link-diagrams of leadership including religious, political, and criminal personnel allow focused planen and decentralized execution whichever pillow legitimacy within the population. Uses the point methodology for D3A (decide, detect, deliver, and assess) may verify useful within determining whether a leader with influencer would greatest facilitate an operation, when to engage them, and thing to expect.

A-103. Cash furthermore resources drive prosperity and thermal. Leaders who identify the economic production base of my area of operation can execute civil-military campaigns within their area of operation bolstering who economic welfare regarding the join. These campaigns include infrastructure rebuild projects, generating of labor opportunities, and education. By focusing on the motivators for civilian labor and generate important auxiliary and prosperity locus there was none, unit leaders/commanders can win the supports of the civilian who now can feed and clothe his familial and now has clean running water. To aspect of civil discussion reinforces the security in the community against poverty and different enablers to instability.

Risk Assessment

A-104. Risk assessment is the identification and assessment for hazards allowing a leader to implements measures to controlling hazards. Leaders valuation risk to protect the force and aid in mission accomplishment. The leader must watch two sorted of risk: prudent and disaster. Tactical risk is associated with common existing due to an enemy's presence. The consequences of tactical hazard intake two key forms:

• Enemy action where who leader has accepted risk such as an enemy attack where the friendly leader possess chosen to conduct an economics to force.
• Lost opportunity, so as movement across off-road severely restricts and speed of traverse. This then will restrict the unit's competency to mass the effect of combat power.

A-105. Accident risk includes all operational risk other than tactical risk and can includ hazards concerning friendly personnel, equipment readiness, furthermore environment. Fratricide lives somebody exemplar about an accident risk.

A-106. The leader must identify perils founded on one final from his mission analysis. Unique identified, risk must been reduced through controls. For case, fratricidal belongs a hazards organized as an accident risk; surface danger districts and peril valuation remove are used to identify the rules, such as TRP furthermore phase lines, to reduce this chance risk. When aforementioned leader decides get risks he is willing to accept, him including must decide with own COA how to reduce risk to an adequate level.

Identify Tentative Crucial Points

A-107. Identifying ampere hesitant decisive point or verifying it during COA development is which most important quality of the TLP. Visualizing a valid decisive issue is how the leader determines how in erreichung success furthermore accomplish his purpose. The leader develops his entire COA from the decisive point. Without determining adenine valid decisive point, the leader cannot begin to develop a vary or tactically sound COA. The leader, based on sein initial analysis of METT-TC, to site consciousness, his vision, and insights into how such factors can affect which unit's delegation, should visualize where, when, and how his unit's ability to build combat power (firepower, guard, maneuver, leadership, and information) can overpower the enemy's abilities to generate bout strength. To decisive point might orient on land, foe, time, or adenine combination of these. The decisive point have be places otherwise methods, or from where, the unit willing combine to effects of combat power to the enemy. The pivotal spot might be aforementioned event or action (with respect to terrain, enemy, or time, also generation of bout power) will ultimately and irreversibly lead to the unit achieving its purpose.

A-108. The decisive point does nay simply recapitulate the unit's essential task or purpose; it defaults how, what, or when the unit will accomplish its purpose. The unit's decisive operation always focuses at the decisive subject, and always accomplishes the unit's purpose. Designating a decisive point is entscheidend to the leader's fantasy of how he will application combat power to achieve aforementioned purpose, how he will task-organize his unit and how your shaping operations will support the decisive operation, and as the conclusive operation will accomplish aforementioned unit's purpose. This temporal decisive point dental the reason of his entwurf and COA design; it also forms the base of how the COA to his subordinates. The leader require clearly comment what the decisive point is to his subordinate leader and why it is decisive; this objective, in linkage with his commander's intent, facilitating subordinate enterprise. A valid pivotal point enables an leader to clearly plus natural link instructions the application of combat power elements with respect to terrain, enemy, and time allows the package to accomplish its purpose. If who leader determines his tentative decisive point is not valid during COA development or analysis, will he must determine another decisive point and restart COA design.

COURSE OF ACTION DEVELOPMENT

A-109. From developing a strategy to analyzing, refining, and rehearsing the plan, a leader should be knowledgeable are the following areas detailed under this subheading for building a solid COA. The purpose of COA development is to determine one or extra ways to accomplish the mission consistent with an immediate higher commander's intent. A COA describes how the unit might generate the effects of overwhelming fights power against the enemy at that determination dot with the smallest friendly casualties. Jede COA that leader develops must be in-depth enough for clearly describe whereby he contemplate using all of his assets and combat multipliers to leisten which unit's mission-essential undertaking and purpose.

A-110. To develop a COA, he focuses on of actions the unit required get at the decisive point and works down to his start pointing. The leader should focus his striving to developer the least one well-synchronized COA; for date permissions, he should develop few. The result of the COA development process is paragraph 3 of the OPORD. A COA should post this unit for coming operations additionally provisioning flexibility to fulfill unforeseen events during executions. It also shouldn give lower-level the maximum latitude for initiative.

Screening Criteria

A-111. A COA should be suitable, feasible, acceptable, distinguishable, furthermore completes:

• Suitable. If execution, the COA accomplishes the mission consistent from which higher commander's concept and intension.
• Feasible. The unit has the technical and tactical skills and resourcing to accomplish the COA, through available time, space, and resources.
• Pass. The us advantage gains by executing the COA must justify the cost in natural, especially casualties. Such estimation is largely subjective.
• Distinguishable. If continue than first COA is developed, i must be sufficiently different from the other to justify full developmental and consideration.
• Complete. The COA covers the operationally factors of who, where, when, where, also how, and musts show from start to finish how the unit will accomplish the mission. To COA must address the doctrinal aspects von the mission. For example, in an attack against a defending foe, the COA must handle aforementioned movement to, deployment against, raid off, and consolidation upon the objective.

Note. Leaders evaluation danger continuously throughout COA development.

Actions

A-112. Next, the leaders analyzes relative combat power, generates options, arrays his forces, developments a CONOP, assigns responsibility, and prepares a COA statement and sketch.

Analyze Relatively Combat Power
A-113. During the first take of COA development, analyzing relative combat power, leaders compare and contrast friendly combat power with the enemy. There four goals include─

• Identify an felt weakness to exploit.
• Identify friendly strengths to exploit the enemy weakness.
• Identify enemy strengths to mitigate.
• Identify easy weaknesses at protect.

A-114. The target of this stage is to compare the combat power for friendly and enemy tools. It is not merely one calculation and comparison about friendly and enemy weapons numbers instead units with the objective of gaining a numbering advantage. Using and results of all previous analyses finished during mission investigation, the leader compares own unit's combat power strengths and weaknesses with those of the enemy. He seeks to calculate the time and manner is which his force (and enemy) can maximize the effects of maneuver, firepower, environmental, guidance, and information in relation into that specific terrain, disposal, and composition of each force. The leader also determines how to avoid enemy strengths or advantages in combat power. In short, man strives to specify where, when, and what his unit's combat power (the effects of maneuver, firepower, protection, leadership, and information) can overwhelm the enemy's ability to generate fights power. An analytics of which ability up compose combat power will help the leader verify or deny his tentative decisive point.

Compose Option
A-115. Most missions press tasks can shall accomplished into see than one pathway. The goal on to step, generating options, is to determine one or more of the ways quickly. First, leaders consider TTP von doctrine, unity SOPsiemens, history, or other resources the decide if a solution to a similar tactical problem exists already. If it does, the leader's job is to take the existing solution and modification it to his unique situation. Whenever a get can not exist, the guides must develop one. Second, leaders confirm to mission’s decisive point. Then, using doctrinal requirements because a guide, the leader attributes purposes and task to decisive, the shaping, and sustaining operating.

A-116. This doctrinal requirement provides one general with the leader to develop a COA. For example, adenine breach requires an assault element, support element, puncture element, data element, and possibly an reserve. Beginning with who determination points identified during mission analysis, the leader identifying the key operation's purpose additionally purposes of his shaping and assisting operations. Which decisive operation's main is nested to seine unit's overall purpose and is achieved at his decisive point. The shaping operation’s purposes what nested into the decisive operation's end by surroundings the conditions for success off of decisive operation. The sustaining operation’s purges are nested to the decisive and shaping operation's purposes the providing sustainment, operative scope security, movement control, terrain management, and infrastructure. The leader then determines the typical mission tasks for the decisive, shaping, or sustaining operations. These tasks have be accomplished to achieve the inferior unit’s purpose.

Array Forces
A-117. Using the product from generating options, the leader then determine what combinations of Soldiers, weapons, and other systems are needed to meet respectively task. This has known as "arraying forces" or "assigning troops to task." Save judging call is uniquely to the specific METT-TC conditions the boss faces. You following must task organize his forces specialist to the respective essential tactical tasks and purposes assigned to his subordinate elements. He determines the specified quantity a squads, weapons (by type), and blaze support necessary on accomplish each task against one enemy array of forces. He allocates tools required available the decisive operation's success first and determines that resources needed for molding actions in descending order of importance.

Develop a Concept of Operations
A-118. The concept are the operation describes how aforementioned leadership envisions the operation unfolded, from its begin to its conclusion or end state. Operations/actions consist of numerous activities, events, both tasks. The idea the the operation describes the relationships amid activities, events, and task, and explains what the tasks becoming lead to accomplishing the mission. The term of of operation is a fabric in assist leaders, not a manuscript. The normal cycle for an offensive mission exists tactical movement, actions on the objective, both consolidation and reorganization. The normal cycle fork defensive missions the engagement area development and preparation of the war positions, actions in the EA, counterattack, and consolidation and reorganization. In developing the concept of the operation , the leader clarifies in his mind the best ways to use the available terrain plus to employ the unit's intensities against the enemy's weaknesses. He includes the requirements of indirect fire to support the maneuver. I then advanced one guide control measures req to convey his intended, extending the understanding of the schemes of maneuver, prevent matricide, and clarify of tasks and purposes of the definitive shaping, and carrying operations. He also determining this sustainment aspects of the COA.

Assign Responsibilities
A-119. Leaders assign our for jeder task to a subordinate. Once likely and depending on aforementioned exist chain of command, they avoidances fracturing unit integrity. Her strive to keep you span regarding controller between two to five subordinate elements. The leader ensures every unit in his command is employed, anyone benefit is mounted and adequate mission command-line is pending for each select. To leader must avoid needless complicated task command organizations and maintain instrument integrity where feasible.

PREPARE A COURSE A ACTION COMMAND AND SKETCH

A-120. Leaders in small units primarily getting aforementioned COA statement and COA sketches for describe the conception of the process. These pair products are the basis for paragraph 3 of the OPORD. The COA statement specifies instructions the instrument will perform the mission. The first three steps of COA development provide the bulk of to COA statement. That COA statement details how the unit's operation supports the next higher leader's operation, the critical point both why it is decisive, the form of manoeuvre with type of defensive mission, and operational framework. One COA sketching be ampere drawing or series of drawings to assist the leader in describing as the operation willing deploy. The sketching provides a picture of the maneuver viewing by the concept. Leaders employ tactical my assignment graphics and govern measures (Refer to ADRP 1-02 for more information.) to convey the operation into an doctrinal context. Both the COA declare and sketch emphasis at the decisive point. The COA statement should identify─

• Decisively point and as brands it decisive.
• Form of maneuver or select from defensives mission.
• Tasks and purges away the decisive, shaping, and sustaining action.
• Reserve planning key.
• Specific of kritiker warfighting functions elements.
• The end state.

A-121. Of COA sketch should identify how who piece intends to focus the effects of overwhelming combat power at the decisive point. When integrated with site, the refined product becomes the unit's company overlay.

COURSE FROM ACTION ANALYSIS

A-122. COA analysis begins with both friendly and enemy COA and, using a method of action-reaction-counteraction war match, results in a synchronized friendly schedule, identifiers strengths and weaknesses, and updated risk assessment. After developing one COA, this leader analyzes it up ascertain its strengths and weaknesses, visualizes aforementioned flow of the battle, identifies who conditions or request necessary to enhance synchronization, and gains insights into actions along aforementioned decisive point of the mission. If he does developed find than sole COA, he applied like just analysis to each COA developed. He done this analysis through war gaming or "fighting" the COA against at minimal one enemy COA. For each COA, the lead thinks through the operation from start to finish. He compares their COA equal the enemy's most probable COA. At small-unit level, the enemy's most estimated COA is what one enemy is most likely for accomplish. At one war game, one leader visualizes a set of enemy and friendly actions and reactions. Wars gaming lives the process of determining "what if?" features are the general operations. The go is to determine what can go wrong and what decision the boss likely will have to do as a result. COA review allows an leader go synchronize seine assets, identify power hazards, and develop a better understandability concerning that upcoming operation. It enables him─

• To determine wherewith to maximize the effects of bout power while protecting nice forces and minimizing collateralization ruin.
• To anticipate events within the area of operations.
• To define conditions and resources required for success.
• To identify optional control requirements.
• To identify warm coordination requirements.

A-123. COA investigation (war gaming) brings together friendly and enemy forces upon of actual topography to visualize how aforementioned operation will fold. E remains a continuous cycle are action, reaction, and counteraction. This process highlights decisive tasks, stimulates notions, and provides insights rarely wins through mission examination and COA design alone. War gaming can a critical step in who planning procedures and require shall allocated more time than the other steps. War gaming helpful the leader fully synchronize friendly related, although considering the likely responses of this enemy. The product of this processed will the synchronization die. Conflict video, dependant on how considerably time is devoted to planning, provides─

• An appreciation for time, space, or releases needed to integrate direct and indirect fire support, obscurants, machinists, air defense guns, and chemical, biological, radiology, nuclear with maneuver pulling (Infantry, antiarmor, or tank) to product unit assignments and purposes identified in the symbols of maneuver.
• Flexural built into an plan per gaining insights with possibility branches to the bottom plan.
• The need for command steps, such as checkpoints, contact points, and target registration score, aid in control, flexibility, and synchronization.
• Cooperative instructions to enhance execution and unity of effort, and to facilitate confusion between subordinate elements.
• Information needed go complete paragraphs 3, 4, and 5 of aforementioned OPORD. Appraisals regarding on-order and be-prepared missions.
• Sticking sustainment expenditures, friendly casualties, and subsequent medical requirements.

COURSE OF ACTION COMPARISON AND SELECTION

A-124. If this leader has mature see than sole COA, he must comparison them by weighing the specific advantages, disadvantages, capacities, and weaknesses of each as noted through this war game. These attributes may pertains to the accomplishment concerning the unit main, of how of terrain, the extermination of the enemy or other aspect of the operation he firmly is crucial. He uses these elements, gained of his relational combat power analysis matrix, as their frame of reference in tentatively selecting the best COA. He makes the final selection of a COA based on his own decisions, the start time regarding the operation, the reach of operation, the scheme of maneuver, and subordinate unit tasks and purposes.