Army course of action evaluation criteria

STEP 3 Develop the scheme of maneuver using the array of forces from Step 2. The
scheme of maneuver is a narrative description of how the forces arrayed will accomplish the
commander's intent. Ensure the scheme of maneuver addresses the elements of the battlefield
framework (deep operations, covering force/security force, close operations, rear operations,
and reserve).
While developing the scheme of maneuver, address all maneuver forces, using any that
may have been left over from the array in Step 2. Identify forces by selecting the type
(mechanized, armor, infantry) necessary for each task. However, do not identify the specific
unit, unless the unit is organized and equipped to accomplish that specific task. The
commander will identify specific units when he decides on the task organization.

STEP 4 Determine the command and control means and maneuver control measures. The
S-3 selects subordinate commands by reviewing the array of forces and grouping the arrayed
platoons into companies or companies into battalions. He organizes subordinate units
containing between two and five units to provide adequate span of control. Once subordinate
commands are determined, the S-3 adds the minimum graphic control measures to control the
operation, achieve synchronization or minimize the force's exposure to fratricide. Together
with the staff he identifies unit boundaries, axes of advance and fire control measures.

HELP THE COMMANDER UNDERSTAND THE COURSE OF ACTION BY PROVIDING A SKETCH

DISCUSSION: Wargaming is the most valuable step within the course-of-action analysis.
Observations from the CTCs indicate that few staffs understand how to war-game effectively,
and that many staff officers are not involved in the procedure. By wargaming, the staff takes a
course of action and begins to develop a detailed plan. Additionally, it can better synchronize
the course of action when the entire staff is involved in wargaming. Information recorded
during the wargame provides the information for the development of paragraph three
(execution) of the operations order, the execution or synchronization matrices, and the decision
support template. Because of the importance of its results, and the time it requires, more time
is allocated than for any other step. Wargaming results in the identification of tasks, combat
power requirements, critical events and priority efforts, task organization and command and
support relationships, decision points and possible fratricide locations.

STEP 2 The XO assembles the staff so it can provide its tactical and technical expertise.
The staff begins by listing all friendly forces. The S-3 lists the friendly forces available,
identified during mission analysis, while the staff assists him by listing all combat, combat
support, and combat service support units. However, if time is short, the staff only considers
the combat assets that have the highest probability of influencing the outcome of the battle.

STEP 3 List the assumptions necessary to help shape the course of action. The
assumptions provided by the staff are those identified during the development of estimates.
The most significant assumption is the situation template and enemy courses of action. When
the S-2 presents the situation template, he is giving the commander what he believes is the
probable enemy course of action. This remains an assumption until collected information
confirms the template.

STEP 4 Identify the critical events and the information required by the commander to
make decisions, for each course of action. Critical events are essential tasks within the course
of action that require detailed analysis. Decision points identify where the commander must
decide to initiate an activity (call for fire, displace a subordinate maneuver unit) to ensure
synchronized execution. The staff uses various time and distance factors to estimate where the
forward line of own troops (FLOT) or a portion of the FLOT will be when the commander
must make a decision. These locations are known as decision points.
Although critical events are identified during this step, some are identified prior to
wargaming. Examples of critical events that can be identified in advance for a defensive
operation are reward passage of counterreconnaissance forces, commitment of the reserve,
displacement of forces, and initiation of the counterattack. In the offense, critical events are
forward passage of lines, obstacle breaching, assault on the objective, and consolidation.

STEP 5 Select the wargaming method based on time available and type of operation
(offense or defense). There are three wargaming techniques to choose from: avenue in depth,
belt, and box. Each technique has advantages depending on the type of operation.

USE AN EXECUTION OR A SYNCHRONIZATION MATRIX DURING WARGAMING TO HELP THE STAFF WRITE THE ORDER.

STEP 7 War-gaming and assessing the results are the steps in which the wargame takes
place. All previous steps prepare the staff for this one, which requires the staff to visualize the
battle and determine what actions to accomplish to succeed in the mission. An effective
technique is to have the entire staff participate, the S-2 serving as the uncooperative enemy
commander. Staff officers analyze each critical event by determining how the tasks within the
critical event occur and then advise the S-3 on the employment of assets within their
functional area of responsibility. Each staff officer also assists the S-2 in determining how the
enemy would respond to his action.
Analyzing critical events and associated tasks requires staff officers to understand the
capabilities of their type of unit and equipment and like enemy units. A battalion engineer
officer, analyzing an obstacle breach (critical event), identifies reducing the obstacle as the
task for which he is responsible. Organized with two Mine-Clearing Line Charges (MICLICs)
and two mine plows, he calculates the engineer company will breach two lanes through a wire
and mine obstacle in 12 minutes. This information provides the S-3 and the Fire Support
Officer (FSO) the planning factor for the amount of smoke necessary to obscure the enemy's
observation of the obstacle. It also provides the S-3 a time to decide to move the assault
element forward to the breach. Without an understanding of all the planning factors within a
critical event, the staff will not provide the detail necessary to synchronize the plan.
The sequence of the wargame begins with friendly action followed by enemy reaction
followed by friendly counteraction. The S-3 selects the technique (box, avenue in depth, or
belt) and the starting point. If the box technique is used, the starting point is the most
important critical event. If the belt or avenue-in-depth technique is used, the starting point is
the unit location (defensive positions or assembly area).

Using a task force attack against a motorized rifle company (MRC), an example of the
staff participation of the action-reaction-counteraction sequence is:

DISCUSSION: Often a course-of-action comparison is reduced to a vote by staff officers
rather than by an actual comparison. A vote for the course of action the staff likes best does
not always result in what will be the most successful course of action. Detailed analysis during
comparison identifies a course of action that satisfies the criteria better than one the staff
believed was best.
After courses of action are war-gamed, the staff determines which one to recommend to
the commander. This requires the staff to continue to analyze and compare each course of
action. A quick and effective method to do this is to use a decision matrix. The staff develops
criteria for comparison using commanders' guidance, critical events, and other significant
factors pertaining to the mission. The staff uses criteria to determine advantages and
disadvantages of each course of action. It is the comparison of the advantages and disadvan-
tages that helps the staff determine the course of action with the highest probability of success.

THE DECISION MATRIX WILL HELP THE STAFF RECOMMEND THE COURSE OF ACTION WITH THE HIGHEST PROBABILITY FOR SUCCESS.

DISCUSSION: Through preparation and
organization, commanders and staffs can
significantly decrease the time required to prepare
operations orders. This begins during training and
the development of standing operating procedures
on how the staff produces an order. When the
commander provides his planning guidance, he
specifies the type of order he wants issued. He decides by considering the amount of time available and the capabilities of the staff. Based on
the decision, the staff implements the SOP for that type of order.

HIGH-QUALITY GRAPHICS CAN BE PRODUCED ON MAPS, REPLACING ACETATE OVERLAYS.

DISCUSSION: A common problem for
commanders and staffs is that the commander
does not review and approve the operations
order after it has been prepared. Additionally,
commanders realize portions of the order do
not meet their approval when they hear it
during the orders brief. They then attempt to
correct the order during the briefing, which
confuses subordinate commanders and wastes
time.
This problem is easily solved by the commander providing clear detailed planning guidance and remaining close to the staff during
planning. The commander that is involved with planning from the beginning will not be
surprised by the order during the briefing.
The solution for the commander who cannot remain close to the staff is to allocate time to
approve the order. The commander must review the order with the S-3 and have the staff
available to clarify details prior to the order being produced (or if that is not possible, prior to
the order briefing). By reviewing and then approving the order, the commander can be certain
that his intent is clearly communicated.

DISCUSSION: The order briefing is an event
that, if not practiced and organized, takes an
exorbitant amount of time. The commander
and staff can make the briefing quick and
clear by reducing distractions, sequencing the
briefers, and using graphic aids. The
commander selects the location of the
operations order brief and can reduce
distractions by his decision. However, his
practical options are to brief at a vantage point
or at the tactical operations center (TOC). When possible, the commander presents the order at
a vantage point. This helps subordinates understand the order by decreasing distractions and
by viewing the terrain as the operation is explained to them.
If a vantage point is selected, use the terrain to your advantage by first arranging maps and
overlays so they don't obstruct the audience's view of the area of operation. Second, begin the
order brief by orienting everyone to key terrain features. And third, identify a key piece of
terrain when it is mentioned during the order briefing, both on the map and in the area of
operation.
If the commander decides to give the briefing in the TOC, prepare the briefing area to
reduce distractions. Clear the TOC to provide room for the staff to brief and to fit all attending
subordinates. In a heavy unit, ensure that all vehicle ramps are up and radio operators use head
sets to reduce radio volume. Shut down vehicles and generators or sandbag generators to
silence them as much as possible. All of these precautions will allow the commander and staff
to give the order with limited noise.

"Whenever possible, subordinate leaders should receive their orders face to face from their commanders on the ground chosen for the operation." FM 100-5

ENLARGED MAPS AND CHARTS ADD CLARITY WHEN BRIEFING A LARGE AUDIENCE.

DISCUSSION: Although the commander and staff present a complete and clear order,
subordinates may still not understand the details. The command climate and the tempo of
operations may also impact on the ability of subordinates to understand the plan. In some
units, subordinates, especially those recently task-organized, may avoid asking questions to
escape appearing ignorant. Additionally, sustained or continuous operations cause fatigue
reducing subordinates' ability to comprehend the order.

The commander conducts a confirmation brief with subordinates shortly after the
operations order briefing. During the confirmation brief, subordinates tell the commander
what their mission is. The commander provides subordinates time to analyze their mission
while they are still at the order brief. Then subordinates brief him on their mission, tasks and
their understanding of his intent. If there are misunderstandings, the commander corrects them
before the subordinate commander begins planning.

A LARGE TERRAIN MODEL HELPS REINFORCE THE PARTICIPANTS' PERCEPTION OF THE MISSION.

"The teams and staffs through which the modern commander absorbs information and exercises his authority must be a beautifully interlocked, smooth- working mechanism. Ideally, the whole should be practically a single mind." GENERAL Dwight David Eisenhower

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