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Problem Framing
Understand the Environment
Understand the Problem
Purpose
• Review Problem Framing
• Review injects used for Problem Framing
• Examine the Problem Framing activities
• Review the Problem Framing results
Purpose of Problem Framing
• To gain an enhanced understanding of the environment and the nature of the problem. This understanding allows a commander to visualize the operation and describe his conceptual approach of what the command must accomplish, when, where it must be done, and most importantly, why—the purpose of the operation
- Understand the environment and the problem- Set the stage for the rest of the Planning Process
Problem Framing
PROBLEMFRAMING
COA DEV
COAWARGAMING
COACOMP / DEC
ORDERSDEVELOPMENT
TRANSITION
5
Problem Framing
Ongoing Activities
• Design– Understanding the Environment– Understanding the Problem– Commander’s Initial Guidance•Task Analysis– ID tasks– Analyze COGs– Assumptions / Limitations– Draft Mission Statement•Ongoing Activit ies– Refine Intel and IPB products – Alert / Convene Red Cell– Running Estimates– Refine Area(s) of Interest and
Area of Influence – Shortfalls (Resources / SME) – CCIRs / RFIs
ACTIVITIESProblem Framing Brief• IPB products• Tasks (Specified / Implied /
Essential• Shortfalls (resources / SME)• COG analysis• Assumptions /Limitations • RFIs• Initial Staff Estimates• CCIRs •Mission Statement•Cdr’s Intent•COA Dev Guidance•WARNO
RESULTSSituational Info•HHQ
– Guidance & intent− WARNO / OPORD− Intel / IPB products− I & W
•Outside Info− Gov’t Agencies− Other Service− Open Source
•Commander & Staff– Expertise– Experience– Judgment– Knowledge
•Commander’s Orientation
INJECTS
Information about the Operational Environment
Staff Action
HHQ WARNO / FRAGO / OPORD / I&W
MARFOR JTF Cmdr
Future Ops
Intel
Future PlansCurrent
Ops
Principal Staff
Force Fires
MAGTF CmdrOther Gov’t Agencies
Outside Info
Other Services
Open
Source
MSC/MSE
Cmdrs
Design in Problem Framing
• Commander’s Orientation• Understand the Environment
• Understand the Problem
• Commander’s Initial Guidance
• Commander’s Initial Intent
Visualize
Commander’s Orientation
• Can provide…– Forming guidance for the staff/OPT– Information received from HHQ, to include HHQ Design– Initial ideas
• Can be brief “opening remarks” or more detailed if working from an existing OPLAN or rotating back to theater
• Demonstrates the commander’s personal involvement in driving the planning process
Command Climate
• Commander sets the tone– Open and frank dialogue – Personal involvement– Ongoing engagement – Encourage respectful dissent or alternative views
• Multiple perspectives enhance group understanding
Understanding the Environment
• Activities– Critical Thinking (Analysis, Synthesis, Evaluation)– Discussion
• Consider a broad range of factors – Existing HHQ Design– HHQ Mission, Intent, Orders, Directives and Guidance– Intel Products to Include IPB– Key Actors / Relationships– Tendencies– Potential – Time– Culture / Language– Geography / Demographics– Climate
Perfect understanding of the environment is impossible to achieve… the key is the Cmdr and staff having an open, frank dialog to develop an appreciation of the larger situation
Understanding the Environment
• What is going on?
• Why has this situation developed?
• What does it mean?
• What is the real story?
3 342
○120
3/342
1/342
Figure B (UNCLASSIFIED)
3d Bn, 342nd Mtzd Infantry Brigade Disposition
ZU-23
..
....
Design Lenses
• Can use a number of lenses to discuss and communicate Design:
– Warfighting Functions/Lines of Operation– PMESII and/or DIME– 11 Critical Variables of the OE (+ Culture)– Battlespace Analysis– COG Analysis– Purpose and End state
Warfighting Functions
• Intelligence• Maneuver• Fires• Logistics• Force Protection• Command and Control
End state
Freedom oflawful
movementestablished.
Essentialservices
developed
Effectivegovernmentinstitutions
and presenceestablishedor restored.
Functionaleconomy
established.
Freedom to conduct
lawfulcommerce.
Info
rmat
ion
Ope
ratio
nsCombat Operations / Civil Security Operations
Essential Services
Governance
Economic Development
HN Security Forces
Secure thepopulace
continuously.
SecureBorders.
Isolateinsurgency.
Integrate w/HN forces
Handover dutiescase-by-case.
Counter crime (organized and petty).
Identify and recruit leaders.
Recruit members.
Establish training centers and
infrastructure.
Develop organizational infrastructure.
Provide for basing and
training.
Employ HN security forces with COIN force
advisors.
Sewageplants
operating.
Trashcollectedregularly.
Electricity restored.
Schools and
collegesopened.
Medical clinicsand
hospitalsopened.
Transportation network restored.
Developinitial
governanceconcept.
Identify &recruit local
leaders.
Reestablishjustice system.Police, courts,
prisons.
Establishlocal, regional,
national policies.
EstablishLocal, regional,
National policies.
Support andsecure
elections.
Mobilize/ developlocal economic
activity.
Initiate contractswith local businessesto stimulate trade.
Rebuildcommercial
Infrastructure(banks, markets).
Supporta free market
economy.
Supportbroad-based
economicopportunity.
Populacesecured
continuously.
Effective andself-sufficientHN security
forcesestablished.
Developinitial concept
for mission,structure, andorganization.
Sample goals and objectives across logical lines of operations. (MCWP 3-33.5)
Potablewater
available.
Separateinsurgency
from populace.
Identify & neutralize political & support
infrastructure.
Lines of Operations
DIME on PMESII
Political
Military
Economic
Social
Informational
Infrastructure
Diplomatic
Informational
Military
Economic
Understanding the Problem
• Activities– Critical Thinking (Analysis, Synthesis, Evaluation)– Discussion
• Reveal the nature of the Problem – Existing HHQ Design– HHQ Mission, Intent, Orders, Directives and Guidance– Enemy / Terrain / Weather– Troops and Fire Support Available– Initial Staff Estimates– Civil Considerations
– DoS– USAID– OGA– NGO, etc
– Tempo– Range of Potential Actions / Opportunities– Limitations / Assumptions
An appreciation of the environment leads to an understanding of the difference between existing and desired conditions, in other words…the problem to be solved
Adversary
Adversary
Capabilities
Capabilities
Capabilities
Environment
Ally
Ally
Non-StateActors
Regional Power
Public Opinion
Regional Power
Cultures
Religions
All Information Regarding the
Complex Systems in the Operational
Environment
Public Opinion
Cmdr’sSynthesis,
Vision. A fuller understanding of the problem
Critical thinking,Discussion,
Group Learning
Information We Can Collect
Information We Can Filter /
Fuse
Multiple Perceptions
via CollectiveExperience,
Expertise and Wisdom
Refined Vision of
the Problem
Cmdr’sGuidance
The Environment
Commander’s Initial Guidance
• Builds upon Commander’s Orientation• Based on initial understanding to provide direction to the staff• Commander shares his understanding of the environment and the
nature of the problem• As detailed or broad as the commander desires• No prescriptive format• Can include but is not limited to:
– Centers of Gravity– Critical Information Requirements– Battlespace– Initial thoughts on possible solutions– LOOs– PMESII– DIME– WFFs– 11 x Variables + Culture
Commander’s Initial Intent
• Commander’s personal expression of the Purpose of the Operation – Allows subordinates to exercise judgment and initiative– Commander may refine his intent as the process develops
• Purpose and End state of the Operation – Answers the “why, how, and to what extent” questions for
the operation– Ensures clear understanding essential to maintaining tempo
in both planning and execution– Helps focus subordinates’ understanding of the larger context
of their actions and guides them in the absence of orders
Task Analysis
• Identify Tasks– Specified– Implied– Essential
• COG Analysis• Assumptions / Limitations• Develop Proposed Mission Statement
Identify Tasks
• Specified
• Implied
• Essential
Specified Tasks
• Those tasks specifically assigned to a unit by its HHQ– Not routine or SOP related
• A Commander may also specify tasks based upon a METT-T analysis
• Located in Paragraph 3.C and elsewhere, such as in the Coordinating Instructions or Annexes
Implied Tasks
• Those tasks performed to accomplish specified tasks but not specifically stated in the HHQ order or plan
– Ensure all tasks are captured in your OPORD
– Tasks that are not routine or SOP related
– Implied tasks should be linked to a specified task.
Those Specified or Implied Tasks that define mission success and apply to the force as a whole. Once they have been identified as Essential Tasks, they form the basis of the mission statement
Essential Tasks: 1.Seize Rgt Obj A2.Defeat enemy forces in
zone 3. Linkup with 8th Tanks4.Block enemy forces
Essential Tasks
• Evaluate each Essential Task to verify it contributes to mission accomplishment
Center of Gravity Analysis
• The staff conducts a detailed Center of Gravity analysis to identify or refine adversary / friendly Centers of Gravity
– Commander may provide initial COGs in his Commander’s Guidance
– HHQs provides their enemy / friendly COGs in orders / Intel products
• The staff determines friendly and adversary vulnerabilities– Derives Critical Vulnerabilities from these vulnerabilities
Assumptions
• Factors assumed to be true in absence of positive proof
• Must be logical, realistic, and essential for planning to continue
• Do not assume away an enemy capability
• A validated assumption becomes a fact
• An Assumption carried into execution becomes a risk
• Assumptions carried into execution are continuously reviewed
• Keep a record of assumptions
Limitations
Restraints: Things you “cannot” do …“Deliberately target religious facilities…”
Constraints: Things you “must” do …“Minimize collateral damage…”
TTP:• What is the impact on accomplishing the mission• Restraints / Constraints are considered Limitations
Draft the Mission Statement
• Answers questions: who, what, when, where, and why
• Clearly delineates the purpose of the mission• Statement based upon Essential Task(s) that apply to
the force as a whole and are necessary for mission success
• Addresses Essential Tasks in expected sequence of execution
• Must nest with HHQ mission and intent• Developed for commander’s approval in the Problem
Framing brief
Ongoing Activities
• Includes but is not limited to:
– Refine / Revisit Design– Refine IPB Products– The Red Cell – The Green Cell
– Staff Estimates
– Estimates of Supportability
– Refine Battlespace
– Identify Resource Shortfalls
– Recommend Commander's Critical Information Requirements
– Identify Requests for Information / Validate Assumptions
– Orders Development
Prepare / Refine IPB Products
• Review and refine HHQ intelligence and IPB products
• Produce new products to support analysis
• Refinement / update of IPB is continuous
• Support analysis of– Adversary COAs– COGs– Mission
• Form and organize the Red Cell• Coordinate with the G-2 / S-2 (normally under G-2 / S-2
cognizance)• Analyze the adversary in conjunction with the G-2 / S-2
– COG– Develop enemy planning tools
• Advise the OPT• Membership:
– Task-organized to mirror enemy strengths / capabilities– Led by MAGTF-experienced, field-grade officer– Warfighting functions representation– Other skills
• FAO / regional / political SME
Red Cell
Staff Estimates and Subordinate Estimates of Supportability
• Facts, events and conclusions that will be refined throughout the process and continuously developed that affect the mission
• Supports decision-making in planning and execution• Recommendations on how to best use resources • Formats are found in Appendix G of MCWP 5-1
Considerations for combat service support:• CSS priorities in terms of tactical logistics functions
− Transportation− Supply− Maintenance− General Engineering− Medical Services− Services
• Positioning of key CSS assets and bases • Medical evacuation treatment and evacuation guidance • Anticipated requirements and pre-stockage of Class I, III & V • Controlled supply rates
Components of a Staff Estimate
• Define requirements (task analysis)• Define capabilities and capacity• Assess limitations• Identify shortfalls and excesses• Identify assumptions and RFIs• Identify solutions from analysis of information• Identify recommendations for commander
consideration
Types of Estimates
• Staff Estimates – Functional Estimates
• Estimates of Supportability
• Reference– CJCSM 3122.03A, JOPES Vol II– MCWP 5-1, App F – MSTP Pamphlet 5-0.2, App F– MSTP OPT Toolkit CD
PROVIDED BY STAFF
PROVIDED BY SUBORDINATE COMMANDERS
Types of Estimates
Planning ProcessProblem Framing COA Dev War Game COA C/D
Orders & TR
Initial Staff
Estimates
Concepts of Support
Refined Staff
Estimates
Refined Staff
Estimates
Annexes & Appdx
Estimates of Supportability
Subordinate Commander
Products
Staff Products
Initial Staff Estimates
• Review HHQ products
• Apply the Commander’s visualization
• Examine factors that support decision making
• Examine factors that affect mission requirements
• Provide an assessment which helps frame COA development
• During Problem Framing, outputs are proposed shortfalls, RFIs, and CCIRs
Refined Staff Estimates
• Review updated IPB• SMEs and subordinate units provide detailed planning
data• Estimates become specific to each COA• Review War Game results
– COA advantages & disadvantages– Projected support requirements– Unanticipated enemy capabilities or actions– Unanticipated support requirements– Lessons learned
• Recommend changes to the COA or revise the staff estimate
• Identify preferred COA and rationale behind selection
Concepts of Support
• Staff estimate transitions to an Annex or Appendix specific to the approved COA (CONOPS).
• Descriptive game plan on how to apply each Warfighting function to accomplish the mission– Recommendations on how to best utilize resources– Organized according to what best fits your staff section– Generally outlined by Task / Purpose / Method / End state– COA specific
• Require crosstalk with subordinate commanders and their Estimates of Supportability
Estimates of Supportability
• Provided by subordinate commanders– May be organized differently
• Warfighting function• Function of Logistics• Function of Marine Aviation
• COA specific• Structure is the same as a staff estimate• Continually updated and refined throughout
the planning process
Example Estimate WorksheetReferencesPublicationsCalculators
Ref # Significant Facts1 Guidance/ decisions by the Cmdr2
Requirements Unit(s) Equipt/Qty Capacity Shortfalls/Excesses Solutions/RecommendationsPersonnel StrengthPersonnel ReplacementPOWCasualty EstimatesMorale/Personnel ServicesAdjutantCareer PlanningDisbursing Postal
Limitations12
Assumptions123
RFIs12
Issues for the Commander12
Capabilities
Functional Area Assets Capabilities Strengths Weaknesses
• Engineering
• CEB
• ESB
• 30th NCR
Road Graders (2)Assault Runway Kit (42)
25 Ton Crane (4)FAWPS (8)AAFS (4)Road Grader (7)Assault Runway Kit (51)Hose Reel System (4)Scrapers (12)TWPS (21)Ribbon Bridge/Container (3 sets)
3 MB Johnson bridges
AAFS: Full system 96 hours; receive over 1,000,000g per day, issue550,000g (issue 600,000 per day side by side linear tank berms – only 12 hours to set up?)
Hose Reel: 5 miles per kit; 2 miles per hour for set-up; 600g per minute, 720,000 g output per day
Ribbon Bridge: 77 meters per set; 1 hour to set-up; class 70 load
TWPS: 1,500 g fresh w per hour, 1,000 sea w
70 m span; 80 MCL
Storage and issue capability
Lengthens operational reach of fuel distribution system
Length; ferry capacity
Water production vs consumption
Mitigate HA issues; improve LOCs, airfields
Time to set-up
Difficult to completely secure over longer distances
Strong water currents eliminate connected use
External generator required
Bridges require significant lift (24 LVS equivalents)
Engineer Estimate Example
Engineer Estimate
Shortfalls• (1) Bridge Co
RFIs
• Have RFA’s been est on bridges (1, 5, 7)
• What is the estimated river current at this time of year
Analysis• MEF CONOPs requires employment of all (3) ribbon bridge sets
• Ribbon bridges will need to be replaced by MBJ bridges
Recommendations
• Request MEF CONOPS change to employment of (2) ribbon bridges
• Request MRBC from USA
Refine Area(s) of Operation, Area of Influence / Interest
Area of Interest
Area of Influence
Area of Operations
AO must be of sufficient size for the MAGTF to accomplish its mission and protect the force.
Joint Area ofOperations
Area of Influence: …geographical area wherein…commander is directly capable of influencing operations by maneuver or fire support systems…
Area of Interest: …area of concern to the commander…including areas occupied by enemy forces who could jeopardize…the mission
Resource Shortfalls
• Identify shortfalls in capabilities as early as possible
• Assess throughout planning– Obtain additional resources– Adjust plan
• Warfighting Functions filter– C2: bandwidth– Intel: UAS support– Maneuver: bridging assets– Fires: precision guided munitions– Logistics: line haul– Force Protection: military police, counterintelligence assets
• Information Operations
• Lines of Operation filter
Commander’sDecisions:
1. Execute amphib COA
2. Focus aviation on interdicting 91st / 93d Bdes
CCIR
• Commander's tool to focus the staff• Should be linked to a future decision
Adversary Friendly Environment
• Are there indications of enemy activities along the eastern shore that could disrupt amphibious operations?
• Are there I/W of company-sized elements of 91 / 93 Bdes moving east to occupy CTF Obj 1?
• When will Aslt Supt A/C be degraded to less than a company-sized element?
Recommend CCIRs
Cmdr
Requests for Information (RFIs)
• Planning requires information
• Staffs identify gaps in available information and intelligence
• Forward requests to appropriate higher, adjacent, and subordinate staffs
Problem Framing
Ongoing Activities
• Design– Understanding the Environment– Understanding the Problem– Commander’s Initial Guidance•Task Analysis– ID tasks– Analyze COGs– Assumptions / Limitations– Draft Mission Statement•Ongoing Activit ies– Refine Intel and IPB products – Alert / Convene Red Cell– Running Estimates– Refine Area(s) of Interest and
Area of Influence – Shortfalls (Resources / SME) – CCIRs / RFIs
ACTIVITIESProblem Framing Brief• IPB products• Tasks (Specified / Implied /
Essential• Shortfalls (resources / SME)• COG analysis• Assumptions /Limitations • RFIs• Initial Staff Estimates• CCIRs •Mission Statement•Cdr’s Intent•COA Dev Guidance•WARNO
RESULTSSituational Info•HHQ
– Guidance & intent− WARNO / OPORD− Intel / IPB products− I & W
•Outside Info− Gov’t Agencies− Other Service− Open Source
•Commander & Staff– Expertise– Experience– Judgment– Knowledge
•Commander’s Orientation
INJECTS
Problem Framing Brief
• Situation update– Battlespace organization– Area of Operations, Area
of Interest, Area of Influence
• Intelligence estimates and IPB products– Terrain, weather analysis– adversary integration
(COAs)• Higher headquarters’ mission• HHQs’ Commander’s Intent
(two levels up)
• Review Purpose and Tasks• Review Assumptions • Review Restraints / Constraints• Review shortfalls• Center of Gravity analysis• Requests for Information• Recommended CCIRs• Proposed Msn Statement (Approved)• Refined Cmdr’s Intent• COA Dev Guidance
Approved Mission Statement
At H-Hour on D-Day, 6th Marines (Rein) attacks in zone to seize Regt Obj A (Aldie Gap) and Regt Obj B (Hopewell Gap) and destroy enemy armor in the vicinity of Regt Obj C (Rectortown) in order to enable the forward passage of 8th
Marines, the division reserve.
Seize: To clear a designated area and obtain control of it.
Destroy: Physically rendering an enemy force combat-ineffective unless it is reconstituted.
Refine the Commander’s Intent
• Commander may decide to make refinements to his previously issued commander’s intent.
• Articulates his intent through:– Purpose– End state
COA Development Guidance
• Provides preliminary decisions required to focus the planners on the commander’s conceptual vision of the operation
• Provides subordinate commanders and the staff with additional insight of what the force is to do and the resources that will allow his force to achieve the desired end state
• May be based on the Warfighting Functions or how the commander envisions the sequence of actions that will allow his force to achieve a decision
MCDP 1-0
Draft a Warning Order
• Use five paragraph order (SMEAC) or unit SOP
• Should include: – Commander’s Initial Guidance– Approved Mission Statement– Commander’s Intent– Other information that assists MSCs in planning
54
Summary
Ongoing Activities
• Design– Understanding the Environment– Understanding the Problem– Commander’s Initial Guidance•Task Analysis– ID tasks– Analyze COGs– Assumptions / Limitations– Draft Mission Statement•Ongoing Activit ies– Refine Intel and IPB products – Alert / Convene Red Cell– Running Estimates– Refine Area(s) of Interest and
Area of Influence – Shortfalls (Resources / SME) – CCIRs / RFIs
ActivitiesProblem Framing Brief• IPB products• Tasks (Specified /
Implied / Essential)• Shortfalls (resources / SME)• COG analysis• Assumptions /Limitations • RFIs• Initial Staff Estimates• CCIRs •Mission Statement•Cdr’s Intent•COA Dev Guidance•WARNO
ResultsSituational Info•HHQ
– Guidance & intent− WARNO / OPORD− Intel / IPB products− I & W
•Outside Info− Gov’t Agencies− Other Service− Open Source
•Commander & Staff– Expertise– Experience– Judgment– Knowledge
•Commander’s Orientation
Injects
Summary
• Begins with Commander’s Orientation– Formal guidance or information received from HHQ
Design– Commander’s involvement will drive the process and
ensure staff participation
• Commander sets the tone for the design discourse and the entire planning process– Open and frank dialogue– Personal involvement– Ongoing engagement– Encourage “respectful” dissent/alternative views
Summary
• Continues with Initial Guidance– Builds on Commander’s Orientation– Provides commander’s understanding of the
environment and nature of the problem– No prescriptive format, but may include:
• Intent (Purpose)• Centers of Gravity• Critical Information Requirements• Battlespace• Initial thoughts on possible solutions• Vision of the problem through multiple lens
Summary
• Concludes with Task Analysis• Staff needs to develop initial staff estimates• Stand up Red Cell, Green Cell and Assessment
Cell• Staff presents Problem Framing Brief
• The Commander must:– Confirm Design (modify or refine)– Approve mission statement– Issue Commander’s Intent– Provide COA Development Guidance (Concept of
Operations)
Homework
• Complete Task Analysis Worksheet (2/6)
• Complete RFI Tracking Log
• Complete Warning Order#1 Worksheet
Task Analysis Worksheet
RFI Tracking Log
•RFIs are used to reduce uncertainty
•Specific, time-sensitive ad hoc requirements for information
Warning Orders
• Written in such a way as to make it easily read and quickly understood
• Should contain only the information required to warrant its issue
• Originating commander should give due consideration to any assumptions that may serve as a basis for the warning order
• Warning orders should distinguish between tasks that require immediate execution and those that are planned
Warning Order Format
• Addresses• Changes to task organization• Probable mission• Commander’s intent• Tentative concept of operations• Earliest time of movement• Movement instructions• Operation order issue (time/location)• Special equipment/instructions• Acknowledge receipt
Warning Order #1
Questions?