1. Multinational Planning Augmentation Team
Course of Action Development

2. Purpose
Discuss techniques and procedures for developing courses of action
Part of Commander’s Estimate process
Operational level
Courses of action must be valid
PURPOSE OF THIS BLOCK IS TO DISCUSS WAYS TO DEVELOP COAs - A COA IS A BROAD STATEMENT OF POSSIBLE WAYS (OPERATIONS) AND MEANS (FORCES) BY WHICH THE CTF MIGHT ACHIEVE THE OPERATIONAL END STATE OF THE ASSIGNED MISSION
I’LL DISCUSS WHERE COURSE OF ACTION DEVELOPMENT FALLS IN THE CAP AND COMMANDER’S ESTIMATE PROCESS AND SOME KEY PLANNING CONCEPTS TO KEEP IN MIND AS YOU DEVELOP COAS.
THE MAJORITY OF THIS BRIEF WILL COVER THE 8 TASK STEPS TO DEVELOPING VALID, OPERATIONAL-LEVEL COAs.

3. References
CJCSM , JTF Headquarters Master Training Guide, 15 April 1997
Joint Pub 5-0, Doctrine for Planning Joint Operations, 13 April 1995
JP , Joint Task Force Planning Guidance and Procedures, 13 January 1999
JP , Joint Operation Planning and Execution System, Volume I, (Planning Policies and Procedures), Annex P, 4 August 1993
CJCSM , JTF HQ MASTER TRAINING GUIDE COVERS EACH STEP OF THE COMMANDER’S ESTIMATE PROCESS - OUR GUIDE TO TRAINING
JP 5-0 IS THE KEYSTONE JOINT PLANNING PUBLICATION
JP IS THE NEW JOINT TASK FORCE DOCUMENT. A MUST READ FOR JTF PLANNING.
JP HAS FORMATS FOR MESSAGES, ORDERS, ETC. USING THESE FORMATS HELPS TO DEVELOP CHECKLISTS.
AFSC PUB 1 IS NOT A DOCTRINAL PUBLICATION BUT IT IS A GOOD SOURCE OF INFORMATION. ON PAGES 6-38 THRU 6-40 THERE IS A SECTION TITLED “A PRIMER ON THE COMMANDER’S ESTIMATE” WHICH HAS SOME REALLY GOOD INFO.

4. Crisis Action Planning Process
III
Course of
Action
Development II
Crisis
Assessment IV
Course of
Action
Selection V
Execution
Planning
OPORD
&
Deployment
Data Base I
Situation
Development VI
Execution
And/or
Warning
Order
Planning
Order
Alert
Order
Execute
Order I
Mission Analysis /
Restated Mission
THE COURSE OF ACTION (COA) DEVELOPMENT PHASE OF CRISIS ACTION PLANNING (CAP) IMPLEMENTS AN NCA DECISION TO DEVELOP MILITARY OPTIONS IN RESPONSE TO A CRISIS AND WILL USUALLY BEGIN UPON RECEIPT OF A CINC’S WARNING ORDER
THIS WARNING ORDER WILL ESTABLISH COMMAND RELATIONSHIPS AND IDENTIFY THE MISSION AND ANY PLANNING CONSTRAINTS THE JTF STAFF MUST CONSIDER.
THIS BEGINS THE COMMANDER’S ESTIMATE PROCESS, OF WHICH MISSION ANALYSIS IS THE FIRST PHASE.
AS SHOWN, MISSION ANALYSIS IS THE FIRST PHASE AND PERHAPS THE MOST IMPORTANT ASPECT OF THE COMMANDER’S ESTIMATE PROCESS.
THIS PHASE IDENTIFIES WHERE WE ARE GOING AND HOW WE WILL GET THERE.
IT IS THE BASIS FOR ALL FURTHER PLANNING AND... II
Course of Action
Development
III
Analysis of Opposing
Courses of Action IV
Comparison of Own
Courses of Action V
Commander’s
Decision
Commander’s Estimate Process

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

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

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

8. Develop Initial COAs Plan to plan - One or more groups?
- One big group?
- Big brain technique?
- Simultaneous or sequential development?
Brainstorm
- Be bold in concept
- Be general by component
- Be open to new ideas
- Be unconstrained
PLAN TO PLAN SEEMS BASIC BUT SOMEONE NEEDS TO TAKE THE LEAD AND DECIDE HOW THE INITIAL COAs WILL BE DEVELOPED - WILL THERE BE ONE BIG GROUP DEVELOPING COAS OR SEVERAL SMALL GROUPS - OR ONE PERSON COMING UP WITH SEVERAL STRAWMAN COAs?
PROs AND CONs TO EACH METHOD
SIMULTANEOUS VERSUS SEQUENTIAL DEVELOPMENT -
SIMULTANEOUS (SEPARATE GROUPS WORKING ON DIFFERENT COAS) ADVANTAGE IS POTENTIAL TIME SAVINGS
DISADVANTAGE IS THAT SYNERGY OF CPG DISRUPTED, MANPOWER INTENSIVE, REQUIRES COMPONENT & DIRECTORATE REP & LIKELIHOOD COAs WILL NOT BE DISTINCTIVE
BRAINSTORM- WHAT DO YOU THINK PEOPLE INITIALLY THOUGHT ABOUT THE IDEA OF LOADING A CARRIER WITH ARMY HELOS? OPERATION UPHOLD DEMOCRACY
DIRECTED COA FROM ON HIGH (C5)
MARINE MSTP - ID ESSENTIAL TASKS BY TIME, EVENT & SPACE. LOOK AT CONDITIONS NECESSARY TO ACHIEVE TASKS, CAPABILITIES REQUIRED AND WHAT FORCES CAN PROVIDE THE CAPABILITY (HAVE & HAVE NOT), & MOEs

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

10. COA Development Pitfalls
- The Intended COA
- The Clone of the Intended COA
- The Throw Away
- Nested COAs
IN A LOT OF COMMANDS WE HAVE SEEN THE PLANNING PROCESS RESULT AS DEPICTED ON THIS SLIDE
A HIGHER LEVEL PLANNER DECIDES BEFORE ANY ANALYSIS WHAT THE COA WILL BE. THE CPG DEVELOPS A SECOND COA WHICH LOOKS LIKE THE INTENDED, BUT WITH ENOUGH DIFFERENCES TO ENSURE THAT IT WON’T PASS ANY DETAILED ANALYSIS. FINALLY, RIGHT BEFORE THE BRIEFING, A JUNIOR OFFICER IS GIVEN 15 MINUTES TO COME UP WITH A THROWAWAY COA TO ENSURE WE PRESENT THREE COA’S TO THE BOSS
THIS IS WRONG. WHAT IT DOES IS TAKE THE COMBINED FORCE COMMANDER OUT OF THE DECISION MAKING BUSINESS. WHAT WE HAVE INSTEAD IS A DECISION MADE BEFORE ALL FACTS WERE GATHERED AND ANALYSIS WAS DONE. IF WE DO THIS WE ARE MISREPRESENTING THE COMMANDER, NOT DOING OUR JOBS AS MEMBERS OF HIS STAFF
3 IS NOT A MAXIMUM - COULD DEVELOP MORE
IF TIME PERMITS, DEVELOP SEVERAL FEASIBLE COAS FOR BOTH ENEMY MPCOA AND MDCOANESTED COAs - START LIMITED AND GET PROGRESSIVELY BIGGER OR MORE INVOLVED
COA 1 - MILITARY FDO - SAIL CBG TO AOR
COA 2 - COA 1 PLUS LIMITED AIRSTRIKE
COA 3 - COAs 1 & 2 PLUS AMPHIB/AIRBORNE ASSAULT
OTHER EXAMPLE IS 7TH FLT AND STRAITS OF CHINA/TAIWAN MISSILE CRISIS IN 96. COA1 - SAIL CBG NEAR ACTION, COA 2 - PLACE CBG IN HARMS WAY, COA 3 - GET IN STRAITS AND ENGAGE MISSILES
COMMANDER MAY MAKE THE DECISION BEFORE ALL
THE FACTS ARE GATHERED AND ANALYSIS IS COMPLETE

11. Course of Action Development
Task Steps
Develop
Initial COAs
Initial Test
for Validity
Determine
C2 Means
COA Statement
& Sketch
Brief COAs
to MNFC
MNFC Approves
COAs
Staff
estimates
Course of Action Development
Vertical & horizontal planning

12. Test COA Validity Is the COA suitable? Is the COA feasible?
Is the COA acceptable?
Is the COA complete?
Are the COAs distinguishable?
YOU WILL HEAR THESE TERMS FREQUENTLY DURING THE DEVELOPMENT, ANALYSIS AND COMPARISON OF COURSES OF ACTION
LET’S EXAMINE THE MEANING OF EACH IN A LITTLE GREATER DETAIL

13. SUITABLE
Will the COA accomplish the mission if carried out successfully. Is it aimed at the right objectives?
FIRST CHECK ON THE COA: DOES IT ACCOMPLISH WHAT WE SET OUT TO DO?
DOES IT MEET THE CCTF’S INTENT? - DON’T LET HIM BE THE ONE TO TELL YOU
DOES IT ACCOMPLISH ALL THE ESSENTIAL TASKS?- REMEMBER MISSION ANALYSIS
DOES IT ALLOW THE CTF TO MEET THE CONDITIONS FOR THE END STATE? BLOWN UP DAMS OR POWER PLANTS DO NOT HELP WITH POST-HOSTITLITIES
DOES IT TAKE INTO CONSIDERATION THE ENEMY AND FRIENDLY CENTERS OF GRAVITY?

14. FEASIBLE
Do we have the required resources to accomplish the mission and will they be available in the operations area in time?
Forces / Capability
Transportation
Resupply
Facilities
DO WE HAVE THE FORCE STRUCTURE NECESSARY TO ACCOMPLISH THE TASK AND CAN WE GET IT THERE?
THE COA IS FEASIBLE IF IT CAN BE CARRIED OUT WITH THE FORCES, SUPPORT AND TECHNOLOGY AVAILABLE, WITHIN THE CONSTRAINTS OF THE PHYSICAL ENVIRONMENT, AND AGAINST EXPECTED ENEMY OPPOSITION
THIS IMPLIES SOME SORT OF TRANSPORTATION ANALYSIS PRIOR TO THIS STEP
ALTHOUGH THIS PROCESS OCCURS AGAIN DURING COA ANALYSIS, AND THE TEST THIS TIME IS PRELIMINARY, IT MAY BE POSSIBLE TO DECLARE A COA INFEASIBLE
HOWEVER, IT MAY BE POSSIBLE TO FILL SHORTFALLS BY REQUESTING FILLS TO SHORTFALLS FROM THE CINC

15. ACCEPTABLE
Even though the action will accomplish the mission and we have the necessary resources, is it worth cost in terms of possible losses. Besides just military losses, the MNFC must consider:
Loss in Time
Loss in Position
Political Acceptability
Legal / Ethical Acceptability
DO WE WIN THE BATTLE BUT LOSE THE WAR?
DOES IT TAKE INTO ACCOUNT THE LIMITATIONS PLACE ON THE CTF (POLITICAL/ROE) (CONSTRAINTS - MUST DO) (RESTRAINTS - MUST DO)
AGAIN, WE WILL CONDUCT THIS TEST DURING COA ANALYSIS
BUT THERE IS NO REASON TO CONTINUE TO DEVELOP A COA IF THE RISKS OR POTENTIAL LOSES ARE UNACCEPTABLE TO THE CJTF OR HIGHER AUTHORITY, UNLESS IT CAN BE MODIFIED TO AN ACCEPTABLE LEVEL OF LOSS

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

17. DISTINGUISHABLE Are the COAs significantly different
From MNFC’s perspective?
From the perspective of HHQ?
From the perspective of the coalition NCAs?
THE FIRST TWO BULLETS ARE GENERALLY TRUE, BUT THE LAST ONE IS THE MOST IMPORTANT
ALTHOUGH NOT A NORMAL CHECK, VARIETY IN COAs IS NECESSARY. IF OUR COAs ARE ALIKE, THE CCTF, THE CINC, AND THE NCA HAVE NO DECISION TO MAKE
.WHAT MAKES COAs DIFFERENT?
1. FOCUS OR DIRECTION OF THE MAIN EFFORT
2. SCHEME OF MANEUVER (LAND, AIR, MARITIME, SPECIAL OPERATION)
3. PRIMARY MECHANISM FOR MISSION ACCOMPLISHMENT
4. TASK ORGANIZATION
5. USE OF RESERVES
VARIETY MAY ALSO COME FROM AN INCREMENTAL APPLICATION OF FORCE AS DISCUSSED IN NESTED COAs EARLIER

18. Course of Action Development
Task Steps
Develop
Initial COAs
Initial Test
for Validity
Determine
C2 Means
COA Statement
& Sketch
Brief COAs
to MNFC
MNFC Approves
COAs
Staff
estimates
Course of Action Development
Vertical & horizontal planning

19. Determine Command & Control Means
Determine command relationships
Operational Control (OPCON)
Tactical Control (TACON)
Support (general, direct, close)
Organizational options
Service components
Functional components
Subordinate MNF or TF
Determine control measures
BOUNDARIES, AO’S, ETC.
OPCON - ARMY’S TIGER BRIGADE TO CG II MEF DURING D.S.
TACON - ARMY APACHE HELOS USED 1ST NIGHT OF AIRWAR WERE TACON TO COMAFFOR FOR THAT MISSION
ATTENTION SHOULD BE GIVEN TO “SUPPORT” CATEGORIES TOO. IDENTIFY AND PRIORITIZE FORCES AND RESOURCES ALLOCATED TO SUPPORTING EFFORT
LET’S QUICKLY REVISIT THE SECOND BULLET, ORGANIZATIONAL OPTIONS

20. MNF Composition MNFC MNFC FUNCTIONAL C2 STRUCTURE SERVICE C2 STRUCTURE
CFMCC
CFACC
CFLCC
CSOTF
CPOTF
SERVICE C2 STRUCTURE
MNFC
DEPICTED HERE ARE EXAMPLE OPTIONS FOR THE COMMAND STRUCTURE FOR A CTF…OTHER OPTIONS MIGHT INCLUDE ANY COMBINATION OF THESE TWO.
THE FUNCTIONAL COMPONENT STRUCTURE PROVIDES CENTRALIZED DIRECTION AND CONTROL OF CERTAIN FUNCTIONS. SIMILAR CAPABILITIES AND FUNCTIONS OF FORCES FROM MORE THAN ONE SERVICE ARE JOINED UNDER A FUNCTIONAL COMMAND. EXAMPLE: MARINE AND ARMY LAND FORCES FALL UNDER THE COMBINED LAND COMPONENT COMMANDER. NAVAL, MARINE, AND AIR FORCE FIXED WING UNITS FALL UNDER THE COMBINED AIR COMPONENT COMMANDER. FUNCTIONAL COMPONENCY CAN BE APPROPRIATE WHEN FORCES FROM ONE OR MORE SERVICES OF ONE OR MORE NATIONS ARE OPERATING IN THE SAME DIMENSION OR MEDIUM.
GENERALLY, THE PREFERRED OPTION IS THE SERVICE COMPONENT STRUCTURE. THIS STRUCTURE FOLLOWS SERVICE LINES AND IS USUALLY EASIER TO FORM. CLEAR AND UNCOMPLICATED COMMAND LINES AND LOGISTICS COORDINATION MAKES THIS OPTION EASIER TO FORM FOR CONTINGENCY OPERATIONS
CNAVFOR
CAFFOR
CARFOR
CMARFOR
CSOTF
CPOTF
Historically, have seen more of the service component structure

21. Course of Action Development
Task Steps
Develop
Initial COAs
Initial Test
for Validity
Determine
C2 Means
COA Statement
& Sketch
Brief COAs
to MNFC
MNFC Approves
COAs
Staff
estimates
Course of Action Development
Vertical & horizontal planning

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

23. COA Sketch (example) C+31 to C+60 Country X
PHASE THREE: Delivery of Relief Supplies
MNF HQ:
Maintain C2 in City T.
CMARFOR:
O/O distribute relief supplies to City G.
CARFOR (Main Effort):
O/O, distribute relief supplies to City T.
CAFFOR:
Maintain air bridge from intermediate staging base in Country X to Cities G & T.
CNAVFOR:
Offload relief supplies at port facilities in Cities G & T.
CSOTF: No change.
1. DON’T GET BOGGED IN THE WEEDS.
2. OPERATIONAL VS. TACTICAL X
City T X
City G
ISB
Country X
THE COA STATEMENT ANSWERS SOME OF THE WHO, WHAT, WHEN, WHERE, HOW, AND WHY - IT TELLS WHAT THE FORCE AS A WHOLE IS DOING - WE RECOMMEND DOING THIS FOR EACH PHASE
IMPORTANT TO IDENTIFY WHAT ENDS ONE PHASE AND WHAT BEGINS ANOTHER
THE SKETCH IS A GRAPHIC DEPICTION OF THE WHO, WHAT, WHEN, WHERE, WHY AND HOW
C+31 to C+60
This phase begins with the delivery of relief supplies to Cities G & T and ends with distribution of those supplies throughout the cities well established. Operations will be conducted in both cities simultaneously. Phase is complete when distribution facilities are ready for hand over to local authorities.

24. Course of Action Development
Task Steps
Develop
Initial COAs
Initial Test
for Validity
Determine
C2 Means
COA Statement
& Sketch
Brief COAs
to MNFC
MNFC Approves
COAs
Staff
estimates
Course of Action Development
Vertical & horizontal planning

25. Course of Action Development
Task Steps
Develop
Initial COAs
Initial Test
for Validity
Determine
C2 Means
COA Statement
& Sketch
Brief COAs
to MNFC
MNFC Approves
COAs
Staff
estimates
Course of Action Development
Vertical & horizontal planning

26. MNFC Approves COAs Review and approve COAs for further analysis
Direct revisions to COAs, combinations of COAs, or development of additional COAs
WORD OF CAUTION
CONTINUE TO WORK ON ALL THE APPROVED COAs, NOT JUST THE ONE THAT THE C3 OR C5 BELIEVES THE CCTF SEEMS TO PREFER
COMMANDER’S GUIDANCE IS VITAL DURING THIS PHASE.

27. Course of Action Development
Task Steps
Develop
Initial COAs
Initial Test
for Validity
Determine
C2 Means
COA Statement
& Sketch
Brief COAs
to MNFC
MNFC Approves
COAs
Staff
estimates
Course of Action Development
Vertical & horizontal planning

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

29. Course of Action Development
Task Steps
Develop
Initial COAs
Initial Test
for Validity
Determine
C2 Means
COA Statement
& Sketch
Brief COAs
to MNFC
MNFC Approves
COAs
Staff
estimates
Course of Action Development
Vertical & horizontal planning

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

31. Crisis Action Planning Process
III
Course of
Action
Development II
Crisis
Assessment IV
Course of
Action
Selection V
Execution
Planning
OPORD
&
Deployment
Data Base I
Situation
Development VI
Execution
And/or
Warning
Order
Planning
Order
Alert
Order
Execute
Order I
Mission Analysis /
Restated Mission
THE COURSE OF ACTION (COA) DEVELOPMENT PHASE OF CRISIS ACTION PLANNING (CAP) IMPLEMENTS AN NCA DECISION TO DEVELOP MILITARY OPTIONS IN RESPONSE TO A CRISIS AND WILL USUALLY BEGIN UPON RECEIPT OF A CINC’S WARNING ORDER
THIS WARNING ORDER WILL ESTABLISH COMMAND RELATIONSHIPS AND IDENTIFY THE MISSION AND ANY PLANNING CONSTRAINTS THE JTF STAFF MUST CONSIDER.
THIS BEGINS THE COMMANDER’S ESTIMATE PROCESS, OF WHICH MISSION ANALYSIS IS THE FIRST PHASE.
AS SHOWN, MISSION ANALYSIS IS THE FIRST PHASE AND PERHAPS THE MOST IMPORTANT ASPECT OF THE COMMANDER’S ESTIMATE PROCESS.
THIS PHASE IDENTIFIES WHERE WE ARE GOING AND HOW WE WILL GET THERE.
IT IS THE BASIS FOR ALL FURTHER PLANNING AND... II
Course of Action
Development
III
Analysis of Opposing
Courses of Action IV
Comparison of Own
Courses of Action V
Commander’s
Decision
Commander’s Estimate Process

32. Questions?