Deliberate Planning and Crisis Action Planning used by the Department of Defense in Preparation for the use of Military Forces
Please help me to address the following questions - I need some assistance formulating initial ideas.
What happens in the Course of Action (COA) Development phase of Crisis Action Planning? Who participates? Do you think anyone else should be involved in the COA development process? 250 words min
The Course of Action (COA) Development phase of Crisis Action Planning is comprised of four basic procedures. The first phase is logical procedures. This involves recognizing the problem and finding a solution. Next what is involved is to develop to progress preparing and executing the operating order from Commanders. The next step is that there is a rapid and effective exchange of information. This information concerns the situation that is at hand, the analysis of the situation and alternative responses on a military scale. The third step is timely preparation. This includes military courses of action by the National Command Authority, or the NCA. The fourth and final course of action is timely relay. This consists of the decisions of the NCA to the Combatant to the Commander to allow effective execution. The people that participate in this Course of Action (COA) Development phase of Crisis Action Planning are the Commanders and the Combatants. What I think regarding if anyone else should be involved in the COA development process is that I also think that administrative Military Personnel should be involved with the Course of Action (COA) Development phase of Crisis Action Planning other than just the Commanders and the Combatants.
There are also six additional phases. Each phase has a definite start, actions performed and a finish. Here is some information included from Crisis Action Planning(N/A), Chapter 5:
The roles of the key members of the JPEC are described as a checklist and a view of the overall process. The procedures begin when the situation develops; the theater commander recognizes the potential significance of the event and reports it, along with his assessment, to the National Military Command Center (NMCC). It also is possible that the situation may be reported to the NCA through other government agency channels such as the Department of State (DOS) or Central Intelligence Agency (CIA). It most cases the NMCC receives these reports and is responsible for their dissemination to the military chain of command. The NCA assess its diplomatic, economic, and informational implications and decide that a
possible military response should be prepared. The CINC develops military courses of action in response to the situation. Should the NCA decide on the use of military forces to resolve the crisis, the NCA will select a COA for full development by the CINC. By direction of CJCS, the CINC prepares the detailed operation order (OPORD) to support the selected COA. At the direction of the NCA, the CINC executes the OPORD. Though this is a step-by-step academic description, in reality, the process is flexible. It permits the steps to be done sequentially or concurrently, or skipped altogether while ensuring that no critical planning factor is overlooked. The exact flow of the procedures is largely determined by the time available to complete the planning and by the significance
of the crisis (Crisis Action Planning, N/A).
Reference
Crisis Action Planning. (N/A). Chapter 5. Retrieved from:
What is the difference between the execution planning phase and the execution phase? Give an example 250 words min
A COA is a potential way (solution, method) to accomplish the assigned mission.The staff develops COAs to provide uniquechoices to the commander, all oriented on accomplishing the military end state. A good COA accomplishes the mission within the commander’s guidance, provides flexibility to meet unforeseen events during execution, and positions the joint force for future operations. It also gives components the maximum latitude for initiative. The key inputs and outputs of COA development. The products of mission analysisdrive COA development. Since the operational approachcontains the JFC’s broad approach to solve the problem at hand, each COA will expand this concept with the additional details that describe whowill take the action, what typeof military action will occur, whenthe action will begin, wherethe action will occur, whythe action is required (purpose), and howthe action will occur (method of employment of forces). Likewise, the essential tasksidentified during mission analysis (and embedded in the draft mission statement) must be common to all potential COAs. Planners can vary COAs by adjusting the use of joint force capabilities throughout the OA by physical domain, through the information environment, and through cyberspace and by varying the combinations of these elements.
The products of COA development are tentative COAs, with a sketch for each if possible. Each COA describes, in broad but clear terms, what is tobe done throughout the campaign or operation, the size of forces deemed necessary, and time in which joint force capabilities need to be brought to bear. These COAs will undergo additional validity testing, analysis and wargaming, and comparison, and theycould be eliminatedat any point during this process. These COAs provide conceptualization and broad descriptions of potential concepts of operation for the conduct of operations that will accomplish the desired end state (Joint Operation Planning, N/A).
Reference
Joint Operation Planning. (N/A). Joint Operation Publication. Retrieved from: