coa statement and sketch example

Finally, he must update previous timelines for his subordinates, listing all events affecting the platoon and its subordinate elements. With the preflight accomplished and the gear prearranged where we wanted it, we headed for the dining facility to grab dinner before our long mission. A-63. Leaders analyze terrain using the categories of Instructions: The C634 course of action statement and sketch (COA S&S) is worth 20% of the overall C600 grade. If a leader identifies terrain as decisive, this means he recognizes seizing or retaining it is necessary to accomplish the mission. OAKOC How will precipitation (or lack of it) affect the mobility of the unit or of enemy forces? A-92. Distinguishable. Yet, when we actually made it to our destination, we could not see the other end of the airfield. AGADAP Example Walk-through Part 3:. Step 4: Develop the Sketch and Statement As with friendly COAs, enemy COAs are best framed using statements and sketches. Click the card to flip . In order to keep communication at a standstill, phone lines are cut connecting the outside to the camp before the attack. Leaders prepare a graphic depiction of terrain to help explain their findings about the effects of terrain and weather on the mission. This doctrinal requirement provides a framework for the leader to develop a COA. A-109. Instructions: The C634 course of action statement and sketch (COA S&S) is worth 20% of the overall C600 grade. The unit's decisive operation always focuses at the decisive point, and always accomplishes the unit's purpose. This was certainly not an isolated incident in country. Using the targeting methodology of D3A (decide, detect, deliver, and assess) may prove useful in determining whether a leader or influencer would best facilitate an operation, when to engage them, and what to expect. In doctrinal terms, he asksIs the enemy oriented on the terrain, example, a reconnaissance force, his own force (assault force, terrorists, or insurgent forces), civilian forces or critical infrastructure (terrorist or insurgent forces, sabotage), or other supporting or adjacent friendly forces (as in a disruption zone)? Course-of-Action Development and Analysis - GlobalSecurity.org Areas of operation. Controlling this area could prove critical in establishing a support by fire position to protect a breach force. For shaping operations, it accomplishes the assigned purpose, which shapes the decisive operation. Specified tasks are specifically assigned to a unit by a higher headquarters and are found throughout the OPORD. Some cloud cover questions follow: Temperature and Humidity This is why the leader must develop a tactically sound and flexible plan. For each COA, the leader thinks through the operation from start to finish. COA statement should identify -Decisive point, and what makes it decisive. During the war game, the leader visualizes a set of enemy and friendly actions and reactions. Organizations Likewise, he must understand enemy doctrinal objectives. Reconnaissance is critical in developing the best possible enemy scenario. Cloud Cover Although EEFIs are not part of the CCIRs, they still become priorities when the leader states them. Performance Knowledge Bases program is an example of an enabling tool towards that goal. Unless given the benefit of information collection, his situation template is only an estimate of how the enemy might be disposed. Factors to consider include political boundaries, locations of government centers, by-type enclaves, special regions such as mining or agricultural, trade routes, and possible settlement sites. How obvious are these positions to the enemy? He conducts mission analysis to help him start developing his vision, and to confirm what he must do to accomplish his mission. It allows the platoon and squads to move with little hindrance. Identify number of units needed and operational. Flexibility built into the plan by gaining insights into possible branches to the basic plan. "Send two Soldiers to assist in the loading of ammunition. The two types of constraints are proscriptive (required; mandates action) and prohibitive (not allowed; limits action). If it does, the leader's job is to take the existing solution and modify it to his unique situation. Cover and Concealment This is a demo of how to draw a COA Sketch as part of COADEV (Course of Action Development) for use briefing your Operations Order (OPORD) for MS200. A-38. This additional information will assist the approval authority in making the final decision to accept the risk. The mission brief went as usual. These two products are the basis for paragraph 3 of the OPORD. Leaders at every echelon must understand the mission, intent, and operational concept one and two levels higher. A-39. He uses these factors, gained from his relational combat power analysis matrix, as his frame of reference in tentatively selecting the best COA. The leader should clearly explain what the decisive point is to his subordinate leaders and why it is decisive; this objective, in conjunction with his commander's intent, facilitates subordinate initiative. Some missions require a second briefing or the completion of another risk assessment. Acceptable. He also identifies positions where artillery observers can call for indirect fire. They were calling for three miles visibility, which is certainly legal weather. Some situations have no decisive terrain. Mission analysis answers the four questions of the leader's visualization: The following video explains step 3 of the Troop Leading Procedures. Cabanatuan Essays: Examples, Topics, Titles, & Outlines This then would restrict the unit's ability to mass the effects of combat power. When possible, the observer conducts a ground reconnaissance from both enemy and friendly perspectives. COA statment and sketch Cover the; who (generic task organization), what (tasks), when, where, and why (purpose) for each subordinate unit. Do not discuss this assignment or your answers with anyone other than a Department of Distance Education (DDE) instructor or your academic advisor Commanders should limit their CCIRs to essential information. A-103. What is the composition and strength of the enemy force? Enemy action where the leader has accepted risk such as an enemy attack where the friendly leader has chosen to conduct an economy of force. ", A-33. The reason units are arrayed as shown on the sketch. He also determines the sustainment aspects of the COA. The next day, we were then able to make it back to our home base, but not without encountering a slight amount of bad weather along the way. It was about a 20-minute flight and as we got closer, the dust storm worsened. What are the strengths and weaknesses of subordinate leaders? The leader also determines how to avoid enemy strengths or advantages in combat power. Organizations of influence force the leader to look beyond preexisting civilian hierarchical arrangements. A-97. How do I get him to go there? A-37. Winds War gaming is the process of determining "what if?" Questions The leader must avoid developing his situation template independently of the higher commander's guidance and S-2's product. Documents Required for Senior Personnel - Funding at NSF | NSF Leaders analyze the enemy's dispositions, compositions, strengths, doctrine, equipment, capabilities, vulnerabilities, and probable COA. Where is the dead space in my area of operations? This team effort ensured a more accurate assessment for the battle captain. Forward area arming and refueling points. The S-3 informed us where friendly forces were in our area, while the S-2 filled us in on where the action was in our battle space. COA Statement and Sketch. The first three steps of COA development provide the bulk of the COA statement. When the mission window passed, he canceled the mission. If the leader has developed more than one COA, he must compare them by weighing the specific advantages, disadvantages, strengths, and weaknesses of each as noted during the war game. Evaluation of weather in support of these operations requires information on the wind at the surface as well as at varying altitudes. By defining organizations within the community, leaders can understand what groups have power and influence over their own smaller communities and what groups can assist our forces. Determine where events will occur that differentiate between EN COAs (these become NAIs) 4. Leaders should know the disposition, composition, strength, and capabilities of their forces one and two levels down. What locations afford cover and concealment as well as good observation and fields of fire? This aspect of civil considerations reinforces the security of the community against poverty and other enablers to instability. As a result, he changed his report to three-quarters of a mile visibility. Population statuses overlays can best describe groups and define what feelings the group has toward American forces. Understanding of time and space relationships of events, leading to thorough contingency plans. Every culture, every group of people, has patterns of behavior. I kept an eye on the dust cloud and the instrument panel at the same time, which wasn't a good idea because I soon became disoriented. Our aircrews carefully synchronized our return flight using proven aircrew coordination skills. Figure C-1 shows an example of the COA sketch and text (COA statement) that go with the OPFOR countertasks listed above. These effects translate directly into conclusions applying to friendly or enemy COA. EEFI are the critical aspects of a friendly operation if known by the enemy, that subsequently would compromise or lead to failure of the operation. Cloud cover affects ground operations by limiting illumination and solar heating of targets. The normal cycle for an offensive mission is tactical movement, actions on the objective, and consolidation and reorganization. He includes the requirements of indirect fire to support the maneuver. For example, an armor heavy task force organized with three armor and one STEP 5 Complete the course of action by preparing a statement and sketch. One technique is to use the warfighting functions as a checklist to address every significant element the enemy brings to the fight. The second mission variable to consider is the enemy. Staff COA. When fully boarded, we took off and headed to the first stop. A-25. (Refer to ATP 2-01.3 for more information.). COA Development Steps - PowerPoint PPT Presentation These attributes may pertain to the accomplishment of the unit purpose, the use of terrain, the destruction of the enemy or other aspect of the operation he believes is important. Winds of sufficient speed can reduce the combat effectiveness of a force downwind as the result of blowing dust, obscurants, sand, or precipitation. Finally, given the scale with which the leader often develops his situation template, on a 1:50,000 maps, the situation template should be transferred to a graphic depiction of terrain for briefing purposes, as the situation allows. How do I gain or maintain control of key terrain? This requires the leader to understand the laws of war, the ROE, and local situation. What are the enemy's likely counterattack routes? Using the results of all previous analyses done during mission analysis, the leader compares his unit's combat power strengths and weaknesses with those of the enemy. Military aspects of terrain OAKOC are used to analyze the ground. The normal cycle for defensive missions is engagement area development and preparation of the battle positions, actions in the EA, counterattack, and consolidation and reorganization. As addressed in step 1 of the TLP, time analysis is a critical aspect to planning, preparation, and execution. ;" "Reconnoiter route BLUE;" "Assist the forward passage of 1st platoon, B Company." This can require reduced aircraft payloads. Leaders conclude their mission analyses by restating their missions. COA Sketch and Narrative A graphic and text description of the COA Should include: Scheme of Maneuver in chronological order A Main Effort action with task and purpose Supporting Effort actions with task and purpose Can use Close, Deep and Rear operations Phasing/ staging/ timing Developing a synchronization matrix here for each COA will be helpful during wargaming What additional Soldiers or units will accompany? A-71. For example, in an attack against a defending enemy, the COA must address the movement to, deployment against, assault of, and consolidation upon the objective. Scenario Blueprint Examples. In order to keep communication at a standstill, phone lines are cut connecting the outside to the camp before the attack. PIR are best expressed in a question being answered yes or no. This product is similar to the MCOO in it shows the critical military aspects of terrain. This includes studying the maximum effective range for each weapon system, the doctrinal rates of march, and timelines associated with the performance of certain tasks. A-100. Some additional visibility considerations include: Read the following vignette to learn more about the visibility aspect of weather. PDF Chapter 3 MILITARY DECISION-MAKING PROCESS (MDMP) The memory aid the higher headquarters may use to analyze and describe these civil considerations is ASCOPE. He must know, how much indirect fire, by type, is available and when it will become available. A-28. To determine conditions and resources required for success. Assign Responsibilities They influence and interact with the populace, force, and each other. Other systems? It is not merely a calculation and comparison of friendly and enemy weapons numbers or units with the aim of gaining a numerical advantage. The leader must not only appreciate how much time is available, but he also must be able to appreciate the time/space aspects of preparing, moving, fighting, and sustaining. A-101. A-66. He determines how the weather will affect the visibility, mobility, and survivability of his unit and that of the enemy. -Form of maneuver or type of defensive operation. What we had was conflicting weather briefs from reliable sources. This understanding makes it possible to exercise disciplined initiative. What is the potential for chemical, biological, radiological and nuclear contamination? Although he usually does not prepare IPB products for his subordinates, he must be able to use the products of the higher headquarters IPB. He seeks to calculate the time and manner in which his force (and enemy) can maximize the effects of maneuver, firepower, protection, leadership, and information in relation to the specific terrain, disposition, and composition of each force. Leaders who analyze the ethnic dynamics of their area of operation can best apply combat power, shape maneuver with information related capabilities, and ultimately find the common denominator all ethnic varieties have in common and focus unit efforts at it. Offensive considerations in analyzing observation and fields of fire include , A-55. Little effort is needed to enhance mobility, but units might have to zigzag or make frequent detours. If he has no mutually supporting mobility corridors, then a single mobility corridor might become an avenue of approach. Implied tasks derive from a detailed analysis of higher up orders, from the enemy situation and COA, from the terrain, and from knowledge of doctrine and history. He determines the specific quantity of squads, weapons (by type), and fire support necessary to accomplish each task against the enemy array of forces. IPB. A-51. How do civilian considerations affect the operation? Leaders assess risk continuously throughout COA development. Know who is in charge and who can influence and enable unit leaders to exercise governance and monitor security within a prescribed area. Considerations may include: A-99. Coa Statement And Sketch Example digitalpictures If the method isn't listed, select other. The sequence can vary. The shaping operations purposes are nested to the decisive operation's purpose by setting the conditions for success of the decisive operation. These capabilities should include reasonable assets the next higher element, or other higher enemy headquarters, may provide. Prepare COA Statements and Sketches Conduct a Course of Action Briefing. What terrain has higher headquarters named as key? We also obtained a report from the battle captain concerning the weather situation at the destination airfield. Enemy coa statement and sketch the purpose of this - Course Hero This includes troops who are either attached to or in direct support of his unit. This 3-page document outlines an individual's education and training, their appointments and positions, and other . The terrain, however, may favor defending or attacking. Only those requiring resources should be used. A-95. (Refer to A-22. A-104. Lessons Learned A-121. OAKOC. A-117. This reconnaissance helps him to see the ground objectively and to see how it will affect both forces: A-54. We boarded our aircraft, started the engines and positioned ourselves at the passenger terminal to pick up our first passengers for the evening. You may begin work on the COA S&S after you have completed the C600 block of instruction and the C634 MDMP Exam. 8. Mission analysis has no time standard. How will cloud cover affect the target acquisition of the command launch unit? A-91. Reinforcing obstacles, protective (reinforcing) obstacles offer close-in protection and are important to survivability. The COA statement specifies how the unit will accomplish the mission. If the information is available, he determines the echelon force where the enemy originated. Coordinating instructions to enhance execution and unity of effort, and to ease confusion between subordinate elements. Array Forces Operations/actions consist of numerous activities, events, and tasks. This assessment is largely subjective. Course of Action Statement and Sketch Flashcards | Quizlet Once identified, risk must be reduced through controls. A-52. First, leaders consider TTP from doctrine, unit SOPs, history, or other resources to determine if a solution to a similar tactical problem exists already. A-64. Current activities, capabilities, and limitations are some of the information necessary to build situational understanding. A COA sketch developed in one of several COA-editing tools that have been used as data-entry interfaces to CADET. A-83. The leader identifies critical factors such as type, amount, and duration of precipitation. He reviews his commander's conclusions and identifies his own. Our visibility was rapidly deteriorating and, to make matters worse, we had only a single light source in the distance to determine our visibility. Where can friendly forces conduct support by fire or assault by fire? A-116. If time permits, the leader might be able to conduct a pattern analysis of the enemy's actions to predict future actions. The leader identifies critical factors about cloud cover, including limits on illumination and solar heating of targets. Once he briefs the enemy analysis to his subordinates, he must ensure they understand differences between what he knows, what he suspects, and what he just templates (estimates). ATP 2-01.3 for more information. Tactical risk is associated with hazards existing due to the enemy's presence. Strong winds also can hamper the efficiency of directional antenna systems by inducing antenna wobble. NSF requires a biographical sketch for each individual identified as senior personnel. Then, using doctrinal requirements as a guide, the leader assigns purposes and tasks to decisive, and shaping, and sustaining operations. The concept of the operation is a framework to assist leaders, not a script. At company level and below, leaders develop a graphic terrain analysis overlay. The leader must consider two kinds of risk: tactical and accident. 1 / 38. Key terrain is locations or areas whose seizure, retention, or control gives a marked advantage to either combatant. From the modified combined obstacle overlay (MCOO) developed by higher headquarters, leaders already appreciate the general nature of the ground and effects of weather. He analyzes the area surrounding key terrain, objectives,engagement area, and obstacles. To develop a COA, he focuses on the actions the unit must take at the decisive point and works backward to his start point. For example, if a battalion situation template identifies a platoon-size enemy element on the company's objective and squad-size enemy elements on the platoons objective, the leader, using his knowledge of both the enemy's doctrine and terrain, develops a situation template positioning squad-size battle positions, crew-served weapons positions, or defensive trenches. Time refers to many factors during the operations process (plan, prepare, execute, and assess). 4. Information related capabilities also can be properly focused with a healthy understanding of the perceptions of the civilian population.
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