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STEP ONE: PROBLEM FRAMING - Marine Corps Association

THE Marine Corps PLANNING PROCESS STEP ONE: PROBLEM FRAMINGKEY INPUTSH igher Headquarters- Guidance & Intent- Mission Statement- WARNO/OPORD- Intelligence/IPB Products- Confirmation BriefsSituational InformationCommander and Staff- Experience- Expertise- JudgementKEY RESULTSG raphic & narrative describing the current and desired stateBroad Operational ApproachInitial estimates of supportability (MSC)Initial staff estimates (Staff)Approved Mission StatementCommander s IntentCOA Development guidanceDESIGN- Describe the Current and Desired States- Define the PROBLEM Set- Develop the Broad Operational ApproachSTAFF ACTIONS- Task Analysis- Center of Gravity Analysis- Relative Combat Power Analysis- Assumption/Limitations- CCIRs/RFIs- Draft Mission Statement- Resource Shortfalls- Estimates (Staff & MSC)- Update IPB products- Red Cell/Green Cell/Red Team 16/5/18 1:56 PMProblem FramingPurpose: To gain an understanding of the environment and the nature of the PROBLEM is to achieve understanding through critical thinking and dialogue1.

design and staff actions - Graphic and Narrative - Commander’s initial intent and guidance 5. Develop Mission Statement-Who, What, Where, When, Why - Must address the problem set 6. Propose Initial CCIRs -Planning CCIRs-Operational CCIRs 7. Perform Ongoing Activities-IPB product refinement-Red Cell activities/Green Cell activities

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Transcription of STEP ONE: PROBLEM FRAMING - Marine Corps Association

1 THE Marine Corps PLANNING PROCESS STEP ONE: PROBLEM FRAMINGKEY INPUTSH igher Headquarters- Guidance & Intent- Mission Statement- WARNO/OPORD- Intelligence/IPB Products- Confirmation BriefsSituational InformationCommander and Staff- Experience- Expertise- JudgementKEY RESULTSG raphic & narrative describing the current and desired stateBroad Operational ApproachInitial estimates of supportability (MSC)Initial staff estimates (Staff)Approved Mission StatementCommander s IntentCOA Development guidanceDESIGN- Describe the Current and Desired States- Define the PROBLEM Set- Develop the Broad Operational ApproachSTAFF ACTIONS- Task Analysis- Center of Gravity Analysis- Relative Combat Power Analysis- Assumption/Limitations- CCIRs/RFIs- Draft Mission Statement- Resource Shortfalls- Estimates (Staff & MSC)- Update IPB products- Red Cell/Green Cell/Red Team 16/5/18 1:56 PMProblem FramingPurpose: To gain an understanding of the environment and the nature of the PROBLEM is to achieve understanding through critical thinking and dialogue1.

2 Commander s Orientation2. Describe the current and desired states of the operating environment3. Define the PROBLEM set-As they exist within the environment-Preventing the environment from progressing toward the desired stateSTAFF ACTIONSC oncurrent and Complementary1. Analyze Tasks-Specified: Anything specified (OPORD, Mission Statement, verbal, etc)-Implied: Necessary to accomplish a specified task-Essential: Specified or implied tasks that MUST be performed to accomplish mission2. Analyze Center of Gravity-Enemy and friendly (COG, CC, CR, CV)3. Develop Assumptions-Logical-Realistic-Essential for Planning-Doesn t assume away an adversary capability4. Determine Limitations-Restraints: what can t be done-Constraints: something you must doPRESENT PROBLEM FRAMING BRIEFCOMMANDER S COURSE OF ACTION GUIDANCEISSUE WARNO- Input and Synthesis of both design and staff actions- Graphic and Narrative- Commander s initial intent and guidance5.

3 Develop Mission Statement-Who, What, Where, When, Why- Must address the PROBLEM set6. Propose Initial CCIRs -Planning CCIRs-Operational CCIRs7. Perform Ongoing Activities-IPB product refinement-Red Cell activities/Green Cell activities-Refinement of staff estimates and estimates of supportability-Battlespace refinement-Resource shortfalls identification-Commander s Critical InformationRequirement review/update-Requests for informationBroad Operational Approach4. Develop the Broad Operational 26/5/18 1:56 PMThe Gazette, in collaboration with the MAGTF Staff Training Program, will present a series of six Reference Guides covering insights and best practices for employing the steps of the Marine Corps Planning Process (MCPP).

4 The Guides are for the use of our readers and members of the MCA&F and will be available for members to download at We should think of planning as a learning process as mental preparation which improves our understanding of a situation. In its simplest terms, planning is thinking before doing. -MCDP 5 PlanningThe purpose of PROBLEM FRAMING is to gain an enhanced understanding of the environment and the nature of the PROBLEM . This greater understanding allows a commander to visualize the operation and describe his conceptual approach, providing context for the examination of what the command must accomplish, when and where it must be done, and most importantly, why the purpose of the no amount of subsequent planning can solve a PROBLEM insufficiently understood, FRAMING the PROBLEM is critical.

5 To achieve this understanding, PROBLEM FRAMING requires both the judgment of synthesis and the systematic study of analysis. Accordingly, PROBLEM FRAMING consists of a commander-driven design effort supported by staff 5-10 Marine Corps Planning ProcessStep OneMCPP REFERENCE GUIDESStep Two Course of Action DevelopmentAugust IssueProblem 16/6/18 1:05 PM17 MCPP Tip 16/7/18 7:21 AMTHE Marine Corps PLANNING PROCESS STEP TWO: Course of Action DevelopmentKEY INPUTSD esign and Staff Actions Operational ApproachApproved Mission StatementCommander s IntentCommander s COA Development Guidance KEY RESULTSCOA graphic & narrativeRefined IPB and intelligence productsPlanning support tools -DST/DSM/Synch MatrixEstimates of Supportability Staff estimatesCommander s Wargaming Guidance and Evaluation CriteriaUpdated WARNOA ctivitiesEstablish battlespace frameworkArray forces (friendly, adversary, population)

6 Assign purpose and then tasks for each subordinate elementTask organizeSequence actions to achieve the missionDivide operation into phasesIntegrate activities across time and spaceEstablish control measuresPresent COA Development brief to 16/26/18 4:42 PMCOA DEVELOPMENTP urpose: Develop one or more options for accomplishing the mission in accordance with the commander s operational approachActivities 1. Establish Battlespace Framework-Organize the battlespace spatial/functional deep, close, rear decisive, shaping, sustaining-Organize the force Main effort, supporting effort, reserve, security2. Array Initial Forces-Determine RCPA* required to accomplish task -Array forces starting with decisive operations and continuing with shaping and sustaining operations3.

7 Assign Purpose and Then Tasks-What is necessary to accomplish mission?4. Convert Generic Units to Specific Units5. Task Organize-Structure and resource the force to conduct operations-Establish command and support relationships6. Sequencing -Arrangement of actions to achieve the mission7. Phasing-Divide operations into phases8. Develop COA Graphic and Narrative and Synch Matrix9. Establish Control Measures10. Rough Cut COA Brief-Rough Task Organization-Rough COA Graphic and Narrative11. COA Refinement-Develop supporting concepts13. Commander s Wargaming Guidance Evaluation Criteria 12. Conduct COA Development COA Criteria1. Feasible: Accomplishes mission with the available time, space, and resources2. Acceptable: Worth the cost3.

8 Suitable: Accomplishes the task and purpose4. Distinguishable: COAs differ from each other5. Complete: Addresses all the tasksOperational Approach-Commander s Intent-Commander s COA Guidance Types of Operations Forms of Maneuver COG* Analysis Battlespace Framework Influence & Deception Activities Risk Guidance *COG: Center Of Gravity**RCPA: Relative Combat Power 26/26/18 4:42 PMThe Gazette, in collaboration with the MAGTF Staff Training Program, will present a series of six Reference Guides covering insights and best practices for employing the steps of the Marine Corps Planning Process (MCPP). The Guides are for the use of our readers and members of the MCA&F and will be available for members to download at We should think of planning as a learning process as mental preparation which improves our understanding of a situation.

9 In its simplest terms, planning is thinking before doing. MCDP 5, PlanningCourse of action (COA) development leads to one or more options for how the mission and commander s intent might be accomplished in accordance with the commander s understanding as a result of the design effort that began during PROBLEM develop broad COAs considering a number of factors, including mission, enemy, terrain and weather, troops and support available-time available (METT-T); adversary versus friendly capabilities assessment; civilian and cultural considerations; and possible employment should not judge or eliminate initial or rough-cut COAs; all possibilities are recorded for consideration in order to provide the commander with a variety of options.

10 MCWP 5-1, Marine Corps Planning ProcessStep TwoMCPP REFERENCE GUIDESStep ThreeCourse of Action Wargaming September IssueCourse of Action 16/27/18 2:52 PM17 MCPP Planning # 17/3/18 9:36 AMTHE Marine Corps PLANNING PROCESS STEP THREE: Course of Action War GameKEY INPUTSCOA graphic & narrativePlanning support toolsEstimates of supportability Staff estimatesCommander s wargaming guidance and evaluation criteriaKEY RESULTSI dentified branches and sequelsRefined IPB and intelligence productsRefined staff estimatesRefined estimates of supportability Approved COAs for comparison and decisionComparison criteria/guidanceActivitiesAssign War Game billetsCollect documents and toolsSelect War Game technique Conduct COA War GameRecord COA War Game resultsRefine staff estimates, estimates of supportability, and supporting conceptsPresent War Game 17/27/18 8:52 AMCOA War GamesActivities 1.


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