ATP-5-0-2-1 Staff Reference Guide Volume 1 Download

Planning 07 December 2020 ATP 5-0.2-1 49 Table 2-16. Decision support matrix example Decision support matrix for operation XXX, COA 2 Decision Point (DP) # Decision. What decision must be made? Condition. The CCIR(s) that, when met, require the decision to be made. IF the enemy does . . . AND my forces are . . . CCIR #. What CCIR(s) are linked to the DP? NAI #. What NAI(s) are linked to the DP? Action. The action is the response to the criteria once the decision has been made. THEN we . . . 1 Commit the reserve If the enemy penetrates PL BLACK and 1st Battalion is at 60% combat power 2 201, 202, 203 Commit the reserve to 1st Battalion’s AO 2 Transition to the defense If greater than a reinforced CO of enemy forces on OBJ DALLAS 3 301, 302, 303 1st and 2nd Battalion go into a hasty defense until DIV Attack AVN sets conditions for the attack 3 Initiate the attack If OBJ DALLAS is at less than a CO strength and CAV SQDN is prepared to screen along PL GREEN, 1st and 2nd battalion are in their AAs and FA BN is established in PAA #2 5 304, 205 1st and 2nd Battalion begin their attack Step 3.8. Select or Modify Courses of Action for Continued Analysis 2-156. At the end of a COA briefing or after a short break, the commander selects or modifies COAs for continued analysis and issues COA analysis guidance. This guidance tells the staff what the commander wants them to focus on during COA analysis. If the commander rejects all COAs, the staff begins again. If the commander accepts one or more of the COAs, staff members begin COA analysis. The commander may create a new COA by incorporating elements of one or more COAs developed by the staff. The staff incorporates those modifications, resynchronizes the new COA, and ensures all staff members understand the changed COA. The staff then analyzes the new COA. STEP 4. COA ANALYSIS 2-157. The staff, with guidance from the commander, analyzes COA(s) to synchronize combat power and resources, identify and mitigate risk, exploit opportunities, reduce friction, and ultimately develop and improve the COA. The staff also attempts to identify probable consequences for each COA, which helps them think through the tentative plan and add much needed details to a concept. COA analysis may require commanders and staffs to reevaluate parts of a COA as discrepancies arise. The analysis appraises the quality of each COA and uncovers potential execution problems, decisions, and contingencies, which ultimately improve each COA. Additionally, COA analysis influences how commanders and staffs understand a problem. Sometimes, their increased understanding requires a restart of the planning process. Figure 2-6 on page 50 depicts the purpose, inputs, processes, and outputs of COA analysis.