Joint Operation Planning Process Tourism Essay

The Joint Operation Planning Process, or JOPP, supports planning at all degrees and for missions across the full scope of military operations. This planning procedure applies to both eventuality planning and CAP. The JOPP is an orderly, analytical planning procedure that consists of a set of logical stairss to analyse a mission, develop, analyze, and compare alternate COAs, or classs of action, select the best COA, and bring forth a program or order.

Measure 1: Initiation. The Joint Operation Planning Process or JOPP begins when the President, SecDef, or CJCS recognizes a possible for military capableness to be employed in response to a possible or existent crisis and novices be aftering by make up one’s minding to develop military options. The GEF, JSCP, , and related strategic counsel statements serve as the primary counsel to get down eventuality planning. Military options usually are developed in combination with other unmilitary options so that the President can react with all the appropriate instruments of national power. Often in CAP, the JFC and staff will execute an appraisal of the originating directive to find clip available until mission executing, the current position of intelligence merchandises and staff estimations, and other factors relevant to the specific planning state of affairs.

Measure 2: Mission Analysis. The primary intent of mission analysis is to understand the job and intent of the operation and publish appropriate counsel to drive the remainder of the planning procedure. A primary consideration for a supported commanding officer during mission analysis is the national strategic terminal province -the loosely expressed political, military, economic, societal, informational, and other conditions that should be after the decision of a run or operation. The primary inputs to mission analysis are the higher central office planning directive, other strategic counsel, the Joint Intelligence Preparation of the Operational Environment or JIPOE, and initial staff estimations. The primary merchandises of mission analysis are a restated mission statement and the JFC ‘s initial purpose statement, the Commander ‘s Critical Information Requirements or CCIRs, and be aftering counsel. The figure below describes the key inputs and ensuing end products of mission analysis.

Measure 3: Course of Action ( COA ) Development. A COA consists of the undermentioned information: what type of military action will happen ; why the action is required ( purpose ) ; who will take the action ; when the action will get down ; where the action will happen ; and how the action will happen ( method of employment of forces ) . A valid COA will hold the features outlined in the figure below. Once a valid COA is developed, the staff converts the sanctioned COA into a CONOPS. COA finding will dwell of four primary activities: COA development, analysis and wargaming, comparing, and blessing.

Measure 4: COA Analysis and Wargaming. The commanding officer and staff analyze each probationary COA individually harmonizing to the commanding officer ‘s counsel. COA analysis identifies advantages and disadvantages of each proposed friendly COA. Wargaming provides a agency for the commanding officer and participants to analyse a probationary COA, better their apprehension of the operational environment, and obtain penetrations that otherwise might non hold occurred. Based upon clip available, the commanding officer should wargame each probationary COA against the most likely and the most unsafe adversary COAs.

Measure 5: COA Comparison. An nonsubjective procedure whereby COAs are considered independently of each other and evaluated against a set of standards that are established by the staff and commanding officer. The end is to place the strengths and failings of COAs so that a COA with the highest chance of success can be selected or developed. The commanding officer and staff develop and measure a list of of import standards, or regulating factors, see each COA ‘s advantages and disadvantages, place actions to get the better of disadvantages, make concluding trials for feasibleness and acceptableness and weigh the comparative virtues of each.

Measure 6: COA Approval. The staff determines the best COA to urge to the commanding officer. The staff briefs the commanding officer on the COA comparing and the analysis and wargaming consequences, including a reappraisal of of import back uping information. This briefing frequently takes the signifier of a commanding officer ‘s estimation. This information could include such factors as, the current position of the joint force ; the current JIPOE ; and premises used in COA development. The commanding officer selects a COA or signifiers an surrogate COA based upon the staff recommendations. The nature of a possible eventuality could do it hard to find a specific terminal province until the crisis really occurs. In these instances, the JFC may take to show two or more valid COAs for blessing by higher authorization. A individual COA can so be approved when the crisis occurs and specific fortunes become clear.

Measure 7: Plan or Order Development. The commanding officer and staff, in coaction with subsidiary and back uping constituents and organisations, expand the sanctioned COA into a elaborate articulation operation program or OPORD by first developing an feasible CONOPS, which clearly and briefly expresses what the JFC intends to carry through and how it will be done utilizing available resources. It describes how the actions of the joint force constituents and back uping organisations will be integrated, synchronized, and phased to carry through the mission, including possible subdivisions and subsequences. Contingency planning will ensue in operation program development, while CAP typically will take straight to OPORD development.

Voice: Planning induction begins when the President, SecDef, or CJCS recognizes a possible for military capableness to be employed in response to a possible or existent crisis. The primary intent of the following measure, mission analysis, is to understand the job and intent of the operation and publish appropriate counsel to drive the remainder of the planning procedure. Next, contrivers must develop a COA to carry through the mission. During class of action analysis and wargaming, the commanding officer and staff analyze each COA individually harmonizing to the commanding officer ‘s counsel. COA analysis identifies advantages and disadvantages of each proposed friendly COA. Wargaming provides a agency for the commanding officer and participants to analyse the COA and better apprehension of the operational environment. During COA comparing, COAs are considered independently of each other and evaluated against a set of standards, which are established by the staff and commanding officer. The end is to place the strengths and failings of COAs to choose the COA with the highest chance of success. Following, the staff determines the best COA to urge to the commanding officer, which is usually presented in the signifier of a briefing for blessing or farther counsel. Finally, the commanding officer and staff, in coaction with subsidiary and back uping constituents and organisations, expand the sanctioned COA into a elaborate articulation operation program or OPORD by first developing an feasible construct of operations, or CONOPS. The CONOPS clearly and briefly expresses what the JFC intends to carry through and how it will be done utilizing available resources. Most frequently eventuality planning will ensue in operation program development, while CAP typically will take straight to the development of an OPORD.

Title: Eventuality Planing

A graphic is shown, which represents the four degrees of be aftering item: 1 ) Commanding officer ‘s Estimate 2 ) Base Plan 3 ) CONPLAN 4 ) OPLAN. The undermentioned text is shown on the right of the screen in support of the narrative:

Initiated by publication of the Guidance for Employment of the Force ( GEF ) and the Joint Strategic Capabilities Plan ( JSCP )

Conducted during peacetime

Develops programs for a wide scope of eventualities

Regards and supports other Department of Defense ( DOD ) planning rhythms

Facilitates the passage to crisis action planning ( CAP )

Voice: Eventuality be aftering normally begins with the publication of a new GEF and JSCP. It is a peacetime procedure that develops programs for a wide scope of eventualities with dealt out resources. It ‘s performed in a uninterrupted rhythm that complements and supports other DOD planning rhythms and facilitates the passage to crisis action planning, or CAP.

Eventuality planning is accomplished through four planning degrees based on JOPES policies and counsel.

Title: Eventuality Planning Degrees

Action: On the left side of the screen is a in writing stand foring the the four degrees of be aftering item: 1 ) Commanding officer ‘s Estimate 2 ) Base Plan 3 ) CONPLAN 4 ) OPLAN. The undermentioned text is included as pop-up boxes to the duplicate constituents of the graphic:

Level 1 Planning Detail – Commanding officer ‘s Estimate:

Focuss on bring forthing a developed Course of Action ( COA )

Provides the SecDef with military COAs to run into a possible eventuality

Reflects the supported commanding officer ‘s analysis of the assorted COAs potency eventuality

Level 2 Planning Detail – Base Plan:

Describes the CONOPS, major forces, constructs of support, and awaited timelines for finishing the mission

Normally does non include extensions or a TPFDD

Level 3 Planning Detail – CONPLAN:

CONPLAN is an operation program in an brief format

Requires enlargement and change to change over into OPLAN or OPORD

Includes a base program with extensions, as required by the JFC and a supported commanding officer ‘s estimation of the program ‘s feasibleness

Produces a TPFDD, if applicable

Level 4 Planning Detail – OPLAN:

OPLAN is a complete and elaborate articulation program with a full description of the CONOPS, all extensions applicable to the program, and a TPFDD

Identifies the specific forces, functional support, and resources required to put to death the program

Can be rapidly developed into an OPORD

Voice: Eventuality planning encompasses four degrees of be aftering item with an associated planning merchandise for each degree. Level 1 planning item is the commanding officer ‘s estimation, which focuses on bring forthing a developed COA. These military COAs enable the SecDef to run into a possible eventuality. The aim of Level 2 planning item is a base program which describes the CONOPS, major forces, constructs of support, and the necessary timelines to finish the pictured mission. This degree usually does non include a elaborate transit executable flow of resources into the theatre. In Level 3 planning item, the construct program or CONPLAN is formulated, which is an operations program in an brief format. It includes extensions as required by the JFC and the supported commanding officer ‘s estimation of the program ‘s overall feasibleness. The CONPLAN may hold an associated time-phased force and deployment informations, or TPFDD, if applicable. Finally, the aim of Level 4 planning item is a fully-developed operation program, or OPLAN, incorporating a complete and elaborate articulation program with a full description of the CONOPS, all extensions required for the program, and a TPFDD. The OPLAN identifies the specific forces, functional support, and resources required to put to death the program. The OPLAN can be rapidly developed into an OPORD.

Action: The following text is shown to the right of the planning degree item graphic:

An OPLAN is usually prepared when:

The eventuality is critical to national security and requires elaborate prior planning.

The magnitude or timing of the eventuality requires elaborate planning.

Detailed planning is required to back up transnational planning.

The feasibleness of the program ‘s CONOPS can non be determined without elaborate planning.

Detailed planning is necessary to find force deployment, employment, and sustenance demands, determine available resources to make full identified demands, and validate deficits.

Voice: Furthermore, an OPLAN is usually prepared under the undermentioned fortunes: if the eventuality is critical to national security and requires elaborate planning ; the magnitude or timing of the eventuality necessitates the planning ; detailed planning is required for a transnational planning attempt ; the feasibleness of the CONOPS demands elaborate planning ; or if a elaborate attempt is necessary to find the degrees of force deployment and sustenance.

Title: Crisis Action Planning

Action: A series of images stand foring Crisis Action Planning is presented on screen. The undermentioned text replaces the images when mentioned in the narrative:

Eventuality Planing

Planing activities that occur in non-crisis state of affairss ; relies to a great extent on premises and projections

Crisis Action Planning

Based on facts and existent planning as a crisis unfolds

Action: The series of images is brought back with extra images added to it and is now used as a background.

Voice: Because it ‘s hard to foretell where and when a crisis will happen, contrivers must be able to quickly react to jobs as they arise. Unlike eventuality planning, which prepares programs in expectancy of future events, crisis action planning allows contrivers to react to state of affairss based on fortunes that exist at the clip of planning. Crisis action planning processs parallel eventuality planning, but are more flexible and antiphonal to altering events. In time-sensitive state of affairss, the JPEC follows officially established CAP processs to set and implement antecedently prepared eventuality programs by change overing them into OPORDs or to to the full develop and put to death OPORDs where no utile eventuality program exists.

Title: Crisis Action Planning Activities

Action: In the background is a in writing stand foring the activities associated with crisis action planning. When mentioned in the narrative, the corresponding parts are highlighted.

The graphic shows a in writing labeled “ Event, ” straight under a box labeled “ Situational Awareness. ” Boxes continue in two rows, demoing a additive sequence connected by pointers in a zigzag form. An pointer labeled OPREP-3 PCA points from Situational Awareness to Decision. An pointer covered by a papers labeled “ Warning Order ” points to COA Development. An pointer labeled “ Commander ‘s Estimate ” points from COA Development to COA Selection. An pointer covered by a papers labeled “ Planning or Alert Order ” points from COA Selection to Detail Planning. An pointer labeled “ Operations Order ” points from Detailed Planing to Plan Approval. An pointer covered by a papers labeled “ Execute Order ” points from Plan Approval to Execution.

Graphic sets at the top divide the graphic into three parts. Situational Awareness stretches across the full screen, enduring throughout the procedure. Planing screens COA Development, COA Selection, Detailed Planning, Plan Approval, and Execution and the intermediary merchandises. Two pointers across the underside, labeled “ Prepare to Deploy Order ” and “ Deployment Order, ” extend across the same part as the Planning set. A set labeled “ Execution ” extends from near the terminal of Plan Approval through the Execution activity.

Voice: Cap activities are similar to contingency planning activities ; nevertheless, CAP is based on dynamic, real-world conditions instead than premises. CAP processs provide for the rapid and effectual exchange of information and analysis, the timely readying of military COAs for consideration by the President or SecDef, and the prompt transmittal of their determinations to the JPEC. The exact flow of the processs is mostly determined by the clip available to finish the planning and by the significance of the crisis. The undermentioned stairss summarize the activities and interaction that occur during CAP.

When the President, SecDef, or CJCS decide to develop military options, the CJCS issues a planning directive to the JPEC originating the development of COAs. Next, a WARNORD is issued that describes the state of affairs, establishes command relationships, and identifies the mission and any planning restraints. In response to the WARNORD, the supported commanding officer, in coaction with subsidiary and back uping commanding officers and the remainder of the JPEC, reviews bing joint OPLANs for pertinence and develops, analyzes, and compares COAs. Next, the feasibleness that bing OPLANs can be modified to suit the specific state of affairs is determined. The CJCS so reviews and evaluates the supported commanding officer ‘s estimation and recommends a COA choice. On having the determination of the President or SecDef, the CJCS issues an Alert Order to the JPEC to denote the determination. The supported commanding officer so develops the OPORD and back uping TPFDD utilizing the sanctioned COA. The supported commanding officer so submits the completed OPORD for blessing to the SecDef or President via the CJCS. Finally, in CAP, program development continues after the President or SecDef decides to put to death the OPORD or to return to the pre-crisis state of affairs.

Title: Political campaign Planing

Action: The undermentioned slug point list and quotation mark from Joint Publication 5-0 are shown on screen, along with a image stand foring run planning, in support of the narrative:

May get down during eventuality planning and continue through CAP

Primary manner combatant commanding officers achieve integrity of attempt and steer planning of joint operations

Operationalize battler commanding officer theatre and functional schemes and integrate steady-state-activities, including current operations and security cooperation activities

Necessitate the broadest strategic constructs of operation and sustenance for accomplishing transnational, national, and theater-strategic aims

A run program describes how a series of joint major operations are arranged in clip, infinite, and aim to accomplish strategic and operational aims. – Joint Pub 5-0

Voice: It is of import to observe how run planning relates to the two classs of joint operation planning. Joint operation planning and planning for a run are non separate planning types or procedures. Campaign planning may get down during eventuality planning and continue through CAP, therefore uniting the full procedure.

A run program “ depict how a series of joint major operations are arranged in clip, infinite, and aim to accomplish strategic and operational aims. ” Campaign planning is a primary agencies by which combatant commanding officers arrange for strategic integrity of attempt and through which they guide the planning of joint operations within their theatre. Campaign plans operationalize battler commanding officer theatre and functional schemes and integrate steady-state-activities, including current operations every bit good as security cooperation activities. They require the broadest strategic constructs of operation and sustenance for accomplishing transnational, national, and theater-strategic aims.

Title: Types of Campaigns

Action: Background image shows combatant bid AOR map of the universe. The undermentioned text is shown to back up of the narrative:

Global Campaign-Encompasses strategic aims on multiple AORs. More than one supported GCC possible and viing demands for transit, ISR assets, and specialized units and equipment. The Global War on Terrorism is an illustration of a planetary run.

Theater Campaign-Focuses on activities of a supported battler commanding officer. Accomplishes strategic or operational aims within a theatre of war or theatre of operations. Operationss DESERT SHIELD and DESERT STORM comprised a theatre run in the 1990-91 Persian Gulf Conflict.

Subordinate Campaign-Describes the actions of a subsidiary JFC, which accomplish ( or lend to the achievement of ) strategic or operational aims in support of a planetary or theatre run. Subordinate JFCs develop subsidiary run programs

Voice: There are three general types of runs, which differ by and large in range. A planetary run is one that requires the achievement of strategic aims in joint operations in multiple countries of duty, or AORs. In this instance, there could be more than one supported geographic combatant commanding officer, or GCC. Planners must be cognizant of viing demands for potentially scarce strategic resources, such as transit and ISR assets, every bit good as specialized and alone units and equipment, such as particular operations and oilers. Global run will frequently set up the strategic and operational model within which theatre and subsidiary runs are developed. The “ Global War on Terrorism ” is an illustration of a run that spans all AORs.

A theatre run encompasses the activities of a supported battler commanding officer. It accomplishes strategic or operational aims within a theatre of war or theatre of operations, chiefly within the supported commanding officer ‘s AOR. An OPLAN for a theatre run is the operational extension of a commanding officer ‘s theatre scheme, and translates theatre strategic constructs into incorporate action. Adjacent combatant commanding officers may carry on back uping operations, within the AOR of the supported commanding officer or within their ain AORs, under the overall way of the supported commanding officer. Operations DESERT SHIELD and DESERT STORM comprised a theatre run in the 1990-91 Persian Gulf Conflict.

A subsidiary run describes the actions of a subsidiary JFC, which accomplish, or contribute to the achievement of, strategic or operational aims in support of a planetary or theatre run. Subordinate JFCs develop subsidiary run programs, if their assigned missions require military operations of significant size, complexness, and continuance and can non be accomplished within the model of a individual major articulation operation. Subordinate run programs should be consistent with the strategic and operational counsel and way developed by the supported JFC.

Title: Campaign Plan Design

Action: A montage of images stand foring Campaign Planning are shown on screen. The undermentioned text is shown in support of the narrative:

Largely art, non science-no best manner to develop run programs

Requires believing creatively to do best usage of resources to accomplish aims

Involves Operational Art-the employment of military forces to achieve strategic and/or operational aims through the design, organisation, integrating, and behavior of schemes, runs, major operations, and conflicts

Voice: Political campaign planning is comparatively unstructured compared to eventuality and crisis action planning. Campaign planning is largely an art, non a scientific discipline ; there is no set formula or best manner to develop a run program. It requires a thorough cognition of enemy and friendly capablenesss, forces, and tactics, every bit good as “ out-of-the-box ” thought and creativeness in order to do the best usage of resources to accomplish the coveted aims.

Because run planning is largely art, it is inextricably linked with operational art, most notably in the design of the operational construct for the run. Operational art refers to the employment of military forces to achieve strategic and/or operational aims through the design, organisation, integrating, and behavior of schemes, runs, major operations, and conflicts. This is chiefly an rational exercising based on experience and judgement.

Action: A diagram is show to stand for the three cardinal elements of operational design in the undermentioned narrative. The diagram shows: “ understand the strategic counsel, ” bracketing the first and 2nd degrees of the diagram, which are “ national strategic aim ” s with “ conditions ( effects ) ” branched underneath ; following degree is “ identify critical factors ” which brackets flat three in the diagram, “ centres of gravitation ” ; eventually, “ develop an operational ” construct is the last subdivision bracketing “ actions ” under the “ centres of gravitation ” boxes.

Voice: There are three cardinal elements of operational design. First, contrivers must understand the strategic counsel from the civilian leading. This involves finding what the coveted terminal province is and what has to be accomplished militarily to acquire at that place. Once contrivers understand what military conditions must be to accomplish strategic aims, they must find how to consequence those conditions. The key to this is placing the antagonist ‘s critical factors-their strengths and points of exposure, called Centers of Gravity ( COGs ) . Finally, the contriver must develop an operational construct, which describes the sequence of actions and the application of forces and capablenesss necessary to neutralize or destruct the enemy ‘s COGs.

Title: Joint Air Estimate

Action: On the right of the screen, operational airpower images are shown. The undermentioned text and footer are shown on the left of the screen in support of the narrative:

Culminates with the production of the Joint Air and Space Operations Plan ( JAOP )

May be employed to back up deliberate and crisis action planning

The Joint Air and Space Operations Plan ( JAOP ) guides the employment of air and infinite capablenesss and forces from joint force constituents to carry through the missions assigned by the Joint Force Commander ( JFC )

Voice: We ‘ve discussed joint operation planning in a really general sense, but how does the Joint Force Air Component Commander ( JFACC ) carry through his specific duty to develop the air and infinite part of the Joint Force Commander ‘s ( JFC ‘s ) run program?

The Joint Air Estimate Process is a six-phase procedure that culminates with the production of the Joint Air and Space Operations Plan ( JAOP ) . The JAOP is the JFACC ‘s program for incorporating and organizing joint air and infinite operations. It guides the employment of air and infinite capablenesss and forces from joint force constituents to carry through the missions assigned by the JFC. A Joint Air Estimate Process may be employed during eventuality planning to bring forth JAOPs that support Operation Plans ( OPLANs ) or Concept Plans ( CONPLANs ) . It may besides be used during crisis action planning in concert with other theatre operation planning.

Title: Joint Air Estimate Procedure

Action: The following text is shown in support of the narrative:

Mission Analysis

Joint Intelligence Preparation of the Operational Environment ( JIPOE ) is initiated ; JFC ‘s mission and counsel analyzed

Situation and Course of Action Development

JIPOE refined ; Friendly and adversary COGs are analyzed to help in COA readying

Course of Action Analysis

Advantages and disadvantages of each COA are identified

Course of Action Comparison

COAs are compared to predetermined standards to place best employment options

Course of Action Selection

Staff Jockey shortss recommended COA to JFACC

Joint Air & A ; Space Operations Plan ( JAOP ) Development

Selected COA developed into JAOP

Action: A nexus to Joint Publication 3-30 is provided at the underside of the page. Each of the bold text above are linked to the undermentioned pop-up text:

Mission Analysis:

Mission analysis is critical to guarantee thorough apprehension of the undertaking and subsequent planning. It consequences in the Joint Force Air Component Commander ‘s ( JFACC ‘s ) mission statement that includes the “ who, what, when, where and why ” for the joint air operation. Anticipation, anterior readying, and a trained staff are critical to a timely mission analysis. Staff estimates generated during mission analysis are continually revisited and updated during the class of planning and executing.

Situation and Course of Action ( COA ) Development

The first two undertakings of state of affairs and class of action ( COA ) development are spread outing and polishing the initial JIPOE completed in Phase I and COG analysis. Expanded JIPOE is indispensable to developing and analysing both enemy and friendly COGs. This is particularly critical for air and infinite planning given the position and range of air and infinite operations. The 3rd undertaking is the development of friendly COAs. Air and infinite contrivers develop alternate COAs by changing the terminals, ways, agencies, and hazards. The operational aims usually make full the what counsel for COA development ; the back uping tactical aims, effects, and undertakings help specify the how for contrivers. Once contrivers define the aims and back uping effects, they further refine possible air and infinite COAs based on the precedence, sequence, phasing, weight of attempt, matched resources, and assessment standards. The consequence of COA development is a lower limit of two valid COAs or a individual valid COA with important subdivisions or subsequences. The concluding measure is a hazard analysis of the COA in footings of both operations and combat support

Course of Action ( COA ) Analysis

COA analysis involves wargaming each COA against the antagonist ‘s most likely and most unsafe COAs. Wargaming is a recorded “ what if ” session of actions and reactions designed to visualise the flow of the conflict and measure each friendly COA. Wargaming is a valuable measure in the estimation procedure because it stimulates thoughts and provides penetrations that might non otherwise be discovered.

Course of Action ( COA ) Comparison

Comparing the COAs against predetermined standards provides an analytical method to place the best employment options for air forces/capabilities. This begins with the JFACC staff comparing the proposed COAs and placing the strengths, failings, advantages and disadvantages of each. This is frequently followed by evaluation each COA based upon the established standards.

Course of Action ( COA ) Choice

COA choice begins when the staff presents their recommended COA ( normally in the signifier of a briefing ) to the JFACC. This briefing includes a sum-up of the estimation procedure that led to the recommended COA. Based on the sum of JFACC engagement throughout the planning procedure and the grade of analogue be aftering the commanding officer accomplishes, COA choice will change from taking among options to direct blessing of the staff-recommended COA.

Joint Air Operations Plan ( JAOP ) Development

The JAOP inside informations how the joint air attempt will back up the JFC ‘s overall Operation Plan ( OPLAN ) . The JAOP accomplishes the followers: integrates the attempts of joint air and infinite capablenesss and forces ; identifies aims and undertakings ; identifies measures or indexs of success ; histories for current and possible adversary COAs ; synchronizes the phasing of air and infinite operations with the JFC ‘s program ; indicates what air and infinite capablenesss and forces are required to accomplish the aims.

Voice: While the stages of the Joint Air Estimate procedure are presented in consecutive order, work on them can be either concurrent or consecutive. The stages are integrated and the merchandises of each stage are checked and verified for coherency.

The Procedure begins with Mission Analysis. This first stage incorporates: an initial Joint Intelligence Preparation of the Operational Environment ( JIPOE ) ; an analysis of the higher central offices mission ; and the counsel provided by the JFC with a focal point upon finding the specified, implied, and indispensable undertakings in order to develop a concise mission statement. During the 2nd stage, Situation and COA Development, the JIPOE is refined and the designation and polish of friendly and enemy Centers of Gravity ( COGs ) is accomplished. Potential friendly COAs are developed and risk analysis of the COAs is performed. The advantages and disadvantages of each COA are identified in the 3rd stage, COA Analysis. The 4th stage, COA Comparison, involves the comparing of the COAs against predetermined standards, supplying an analytical method to place the best employment options. During the 5th stage, COA Selection, the staff presents the recommended COA normally in the signifier of a briefing for blessing or farther counsel. The concluding undertaking is to develop the Joint Air and Space Operations Plan ( JAOP ) . JAOP development is a collaborative attempt of the Joint Force Air Component Commander ( JFACC ) staff, the JFC staff, and the component staffs.

Title: Drumhead

Action: Music plays in the background while the storyteller speaks. Screen nowadayss artworks and text used throughout the lesson to reenforce the narrative, foregrounding specific elements as they are mentioned.

Voice: This lesson has provided you with an overview of joint operation planning. We discussed who is involved in joint operation planning, what systems impact its development, and the types of joint operation planning. In peacetime, the procedure is extremely structured to develop to the full coordinated, complex planning for possible eventualities. In crisis, the procedure is adapted to stress flexibleness and rapid response. Though these procedures are really different, they are interrelated.

Basically, joint operation be aftering provides the nexus between strategic aims and the tactical operations needed to accomplish those aims. The theatre commanding officer imparts his vision of how to set up related operations to achieve national strategic aims to his constituent commanding officers who, in bend, develop programs to back up the national scheme by incorporating the assets under their bid. Through the Joint Air Estimate procedure, the Joint Force Air Component Commander ( JFACC ) staff, the Joint Force Commander ( JFC ) staff, and the constituent staffs develop the Joint Air Operations Plan ( JAOP ) , which guides the employment of air and infinite capablenesss and forces from joint force constituents to carry through the missions assigned by the JFC.

As you ‘ve seen, joint operation planning is indispensable to back uping our national security scheme. Your support in the development and executing of these programs is critical to guarantee that air and infinite capablenesss and forces are decently employed in support of national aims.