The Planning Process

1. The Planning Process

2. Plans May Be Worthless, But Planning Is Essential!~Moltke’s Dictum 24

3. Planners Collective planning is always better than individual planning except when speed is more important than precision. Reduces the impact of personal prejudices Enhances perception and increases possibilities Results in a more accurate assessment of risk When speed is critical, consider planning teams Each team is responsible for a specific function, geographical area (venue), or component 23

4. The Process Planning is the art and science of envisioning a desired future and laying out effective ways of bringing it about Begins from the end! What is it that we want to achieve? Commander may delegate authority, but not responsibility 22

5. Situation Assessment Attempts to identify the various elements and dynamics at play, especially those that may influence a favorable outcome Ultimate objective may be implicit, but effective methods are dependent upon present circumstances Missions, tasks, and assignments will be competing and require prioritization Will require two distinctively different but interrelated approaches Analysis and Synthesis 21

6. Analysis—Breaking a problem into its component parts SWOT Techniques Strengths and Weaknesses are inward looking Opportunities and Threats are outward looking Analysis 20

7. Synthesis—Integrating the various components into a cohesive whole Estimate the impact of various dynamics and identify intermediate objectives Put the right parts in the right order Two Critical Factors are Center of Gravity and Critical Vulnerabilities Synthesis 19

8. Something which is required for success May be tangible, such as a structure or hostages May be intangible, such as perceived air of legitimacy Center of Gravity 18

9. Critical Vulnerabilities Weaknesses, that if exploited, will create failure May be tangible, such as lack of weapons or ammunition May be intangible such as ability to sustain or continually resist 17

10. Concept of Operations Always involves a number of missions Each mission involves a number of tasks 16 Refers to a series of actions designed to progressively promote the accomplishment of strategic objectives

11. Deconfliction Focus of Effort—The predominate activity or assignment that must be accomplished to achieve a successful resolution Answers the question, “What is to be done?” Main Effort—The agency, unit or component assigned as the primary means to accomplish the activity defined as the focus of effort Answers the question, “Who is to do it?” Provides subordinates an ability to coordinate and work together without overwhelming a commander with nonessential details. 15

12. Mission Analysis Methods must conform to commander’s guidance and limitations Specified and Implied Tasks Mission Tasking Constraints and Restraints 14

13. Specified and Implied Tasks 13 • Specified Tasks—those tasks that are fully and clearly expressed, leaving no room for doubt or uncertainty • Fully developed concept of operations will identify those tasks that need to be accomplished to achieve the overall objectives • Responsibility of commanders • Implied Tasks—those tasks that are implicitly derived from the commander’s intent • Derived from the commander’s intent, hence specified tasks may not be necessary to achieve the intent of the commander • Responsibility of subordinates

14. Mission Tasking The “glue” that binds the concept of operations and the missions together Comprised of two parts—What to do and Why it is necessary Especially critical in fast-moving situations that do not readily conform to detailed plans and expectations 12 A method of issuing orders and supervision that requires a commander to tell a subordinate what to do and why it needs to be done, but not how to do it.

15. Constraints and Restraints 11 • Constraints—Things you must do • May be imposed by law or department policy • Some will be unique to the present situation and be imposed by the planner or higher authority • Examples include requirements to have fire department present before employing burning tear gas, or have ambulance present at command post, or requiring the use of safety goggles by entry personnel

16. Constraints and Restraints 10 • Restraints—Things you must not do • May be imposed by law or department policy • Some will be unique to the present situation and be imposed by the planner or higher authority • Examples include sectors of fire, leaving a containment position until relieved, or prevention of traffic or pedestrians from entering a perimeter

17. Simplifying the Process Standing Operating Procedures (SOP) A set of routine procedures that prescribe an accepted practice for completing some activity or function Usually, but not always, written 9

18. Simplifying the Process Memorandums of Understanding (Memorandums of Agreement) Set for the major points of agreement between: Two or more units within an organization Two or more agencies MOUs and MOAs are always written Both SOPs and MOUs allow comprehensive plans without detailed instructions 8

19. Simplifying the Process 7 Without SOPs and MOUs, you must specify all critical activities because you can not assume everyone will do things the same way!

20. Branches & Sequels Branches identify courses of action that may be necessary depending on changing circumstances Branches answer questions of “What if?” Sequels refer to actions that follow other actions Sequels answer questions of “What next?” Branches Branches 6 Sequels Sequels Sequels

21. Couplings Coupling is a relative term used to describe how two or more components in a plan interact Often are located in junctures, where plans are most fragile and damage is most likely to occur Couplings link components (branches and sequels) in a plan Briefings to Convoys to Staging to Objective to Withdrawal One of the most critical aspects of the planning process and one of the most often overlooked Couplings come in two types, Tight and Loose Effective plans will require both 5

22. Tightly Coupled Plans Used when plans require close coordination or have time or event dependent processes Useful when incorporating resources not entirely controlled by Incident Commander Resources encumbered by “windows of availability” or effectiveness Example, helicopters are limited by pilot rest, weather conditions, or commitment to other operations Tightly coupled plans aremore efficient but easilydamaged and difficult to repair 4

23. Loosely Coupled Plans Used when plans require more flexibility and/orfriction is expected Useful when objectiveshave multiple approaches Resources are in “general support” and available for employment whenever called for Loosely coupled plans are more effective and not easily damaged nor difficult to repair, but less efficient than tightly coupled plans 3

24. Planning time is never limitless “2/3 Rule” states that 2/3 of available time belongs to subordinates Does not matter if allotted time is months, weeks, days, or hours Makes planning participatory and enhances troubleshooting Allows subordinates time for preparation and implementation Station Platoon Squad Unit 1/3 2/3 1/3 2/3 Time for Planning 2 1/3 1/3

25. Questions?