Military Component Planning Process (MCPP) ADF UNSOC 15 SO STM Module 6

Military Component Planning Process (MCPP)

ADF UNSOC 15

SO STM Module 6

Military Component Planning Process (MCPP)

The aim of this module is to provide Military Staff Officers with the fundamental skill of the UN Military Component Planning Process, its requirements and procedures in a United Nations Peacekeeping operation.

As a UN Staff Officer…Why should I know this?

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Learning Outcome

• Identify the phases of the Military Component Planning Process.

• Describe the basic tenets of Mission Command. • Understand the Staff officers’ contribution to

UNPKO Military Component Planning Process.• Understand the UN military component authority,

command and control structure and relations.• Understand the how Operational Area is generally

organised for effective mandate implementation.

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Structure of the Presentation

• Conceptual Background.– Risk management.– UN Authority, Command, and Control.

• The planning process.– Analysis of the Operational environment.– Step 1. Guidance.– Step 2. Mission Analysis.– Step 3. Courses of Action Development.– Step 4. Course of Action Analysis and

Selection.– Step 5. Develop Concept of Operations and

Plan.

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Conceptual Background

• UN Authority, Command, and Control.

• UN Operational Area Organisation.

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Principles of Planning

• Methodical Process leading to Optimal Solutions.

• Should be:– Comprehensive.– Efficient.– Inclusive.– Informative.– Integrated (with long term goals).– Logical.– Transparent.

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Themes of Planning

• Determine the nature of the problem and what is to be achieved.

• Gather information.• Generate options to achieve those goals.• Decide on the way ahead and then execute it.

Who, What, Where, When, How, Why?

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Tenets of Mission Command

• Decentralised Command.• Commander’s Intent.• Initiative.• Responsibility.• Trust and Mutual Understanding.

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Visualisation of the Operational Area

• Decisive Operations.

• Shaping Operations.

• Sustainment Operations.

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Risk Management

The identification and assessment of potential risks in a given Course of Action with the view to minimising, monitoring, and controlling its probability and possibly exploiting its inherent opportunities.

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Threats

A condition, event, or circumstance that could lead to or contribute to an unplanned or undesirable situation.

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Risk

The combination of the impact and likelihood for harm, loss or damage to the Operation from the exposure to threats.

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Risk Management Principles

• Transference (to another party).• Avoidance.• Reduction.• Acceptance.• Exploitation.

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Risk Management Process

• Identify Threats.• Assess Threats.• Develop Control Measures.• Disseminate Controls Measures.• Monitor.• Evaluate.

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Likelihood/Probability that an Event will occur

• Very Likely– Occurs often, continuously experienced.

• Likely – Occurs several times.

• Moderately Likely– Occurs sporadically.

• Unlikely – Unlikely, but could occur at some time.

• Very Unlikely – Can assume it will not occur.

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Status of UNDPKO Authority, Command and Control Relations

The authority, command and control arrangements within military components of United Nations peacekeeping operations as well as their relationship with other uniformed and civilian components is an important tool for effective integration of the mission effort in multidimensional peacekeeping operations.

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Status of UNDPKO Command and Control

• United Nations Operational Authority (OPA).• Tasking Authority (TA).• Command (COMD).• United Nations Operational Control (OPCON).

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Status of UNDPKO Command and Control

• United Nations Tactical Command (TACOM).• United Nations Tactical Control (TACON).• Administrative Control (ADCON).

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THE PLANNING PROCESS

• Analysis of the Operational environment

• Step 1. Guidance.

• Step 2. Mission Analysis.

• Step 3. Courses of Action Development.

• Step 4. Course of Action Analysis and Selection.

• Step 5. Develop Concept of Operations and Plan.

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Analysis of the Operational Environment

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Analysis of the Operational Environment

• Description of the Operational Environment.

– Describe the environment.

– Analyse the Terrain.

– Describe the effects on operations.

• Threat Evaluation.

– Conflict Parties.

– Internal Dynamics.

– External Interest.UNSOC STM - Module 6

Analysis of the Operational Environment (cont)

• Determination of Threat’s Courses of Action.

– Visualise Potential Problems Using Effects.

– Determine Conflict Parties’ Most Dangerous and Most

Likely COAs.

• Develop Information Collection Plan.

• Risk Management.

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Description of the Operational Environment (Factors)

Climatic Cultural Social

Terrain Religious Political

Infrastructural Historical Economic etc

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Threat Evaluation

• Composition and organisation.

• Leadership and chain of command.

• Tactical doctrine.

• Weapons and equipment.

• Sustainment systems.

• Sources of motivation.

• External and internal support.

• Military and political objective, etc.

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Threat Evaluation (Cont…)

• External Interest.

– Regional organisations.

– Neighbouring countries.

– Position of powerful countries on the conflict.

– Governmental and non-governmental organisations, etc.

• Internal Dynamics (See factors under description of

operational environment).

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Determination of Adversary’s Courses of Action

Also known as Threat’s COA, Conflict Parties’

COA or Spoilers’ COA.

– Prepare a List of Potential Problems Using Effects.

– Develop Conflict Parties Most Dangerous and Most

Likely COAs.

– Prepare Information Collection Plan.

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Step 1 GUIDANCE

• Collect DPKO Guidance Materials.

• Study Initial Assessment of Operational

Environment.

• Prepare/Update Staff Estimates.

• Conduct Quick Time Estimate.

• Issue Initial Warning Order.

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Collection of DPKO Guidance Materials

• UNHQ Strategic/Operational Estimates.

• Technical Assessment Report.

• Secretary General’s Report.

• Rules of Engagement.

• Integrated Strategic Framework.

• Mission Concept.

• HOMC Directive and CONOPS.

• Troop Contributing Country (TCC) Guidelines.

• Input from other Programmes and Agencies.

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Initial Estimates and the MCPP Process

Sample Format for Staff Estimates

• Mission (Given by higher HQ).• Higher Commander’s Intent.• Situation.

– Characteristics of area of operation.– Conflict Parties.– UN Mission Component (Military, Police, and

Civilians).– UN Country Team .– Other NGOs and GOs.– Assumptions.

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Sample Format for Staff Estimates (cont)

• Analysis.– Each COA.

– Troops to Task.• Comparison.• Conclusions.• Recommendations.

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Sample Time Estimate

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Step 2. Mission Analysis

• Mission Analysis is an important planning tool

that guides the CPP.

• It helps the command and staff elements to

refine their situational awareness and

understanding in order to have better

visualisation of the operational environment.

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Security CouncilSecurity CouncilResolutionResolution

Planning

MOUMOUNegotiationNegotiation

Pre-DeploymentPre-DeploymentVisitVisit

CONOPSROEFR

Requests / Pledges

Recce

Force GenerationForce GenerationPlanningPlanning DeploymentDeployment

Report

Load Lists

ContractingContracting

Transport(COE)

Transport(Personnel)

6 months

6 months

6 months

6 months

The Force Generation The Force Generation ProcessProcessThe Force Generation The Force Generation ProcessProcess

Process Output

1. Review AOE

2. Analyse Higher HQ Msn/Intent

3. Identify Specified Implied,

and Essential Tasks

4. Determine Constraints and Restrictions

5. Conduct Operational Risk Assessment

6. Troops to Task Assessment

7. Identify and Analyse Critical Facts and

Assumptions

1. Re-stated Mission

2. Commander’s Intent

3. Commander’s Guidance

4. Warning Order No.2

5. Risk Assessment Chart

6. Updated Staff Estimate

7. Mission Analysis Brief

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Higher Command Intent

• Must understand the purpose of the operation and the key effects.

• Must understand the key tasks.• Must understand the commanders SOM and

synchronisation of effects.• Identifies your role in the comd’s plan and

where the comd ME will be.

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Categorisation of Tasks

• Specified Tasks – Stated tasks in DPKO CONOPS.

• Implied Tasks – Those task that need to be performed to

accomplish a specified task, but which are not specifically ordered.

• Essential Tasks – Those specified and/or implied task(s) that

must be carried out in order to accomplish the assigned mission.

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Operational Limitations

• Constraints

– ‘Must do’ actions.

• Restraints

– ‘Must not do’ actions.

• Caveats

– Restrictions attached to the deployment of troops or employment of resources.

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Commander’s Critical Information Requirements

• Priority Information Requirements (PIR) – A list of information requirements which the

commander has an anticipated and stated priority.

• Essential Elements of Friendly Information (EEFI) – Those elements of friendly information which, if known

by an adversary, would compromise friendly plans or operations through indicators of dispositions, capabilities and intentions.

• Friendly Force Information Requirements (FFIR)– Prohibitions imposed by superior authority that affect

the manner in which the subordinate’s operation can be conduct.

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Critical Facts

• Facts are statements of known data or actual or

existing circumstances of the operational environment

including the Conflict Parties’ and the mission

components’ strengths, dispositions, resources etc.

• Critical facts are therefore those facts that need to

be analysed because of their crucial importance in

determining the state of affairs in the mission.

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Assumptions

• state essential conditions, which must exist if a specific plan is to succeed.

• take the place of facts.• must be valid and necessary. • regularly validated.

• Example:– The population generally support the implementation

of the Peace Agreement and the presence of peacekeeping troops in the area of responsibility (AOR).

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Five Elements of a Mission Statement

• Who – The Unit to execute the action.

• What – The task or tasks (Bde and above) to be performed.

• When – The action will begin.

• Where – The action will occur.

• Why – (for what purpose) each Unit will conduct its part.

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Commanders Intent

Must be understood two levels down and contain:– Clear and concise statement of the

success criteria and desired end-state.

– Key tasks that become the basis for planning.

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Mission Analysis Brief - Purpose

• To integrate the mission analysis.

• Seek approval of the re-stated Mission Statement.

• Obtain additional guidance from the FC.

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Sample Mission Analysis Brief

Briefer SubjectChief of Staff Agenda, purpose, mission,

U2 Estimate (environmental and threat briefs)

U3 Intent, tasks, end state, suggested COAs, CCIR, facts and assumptions

U1 Personnel service support

U4 Sustainment systems

U5 Initial CIMIC estimate.

Chief of Staff Proposed restated mission

Commander Guidance

MISSION ANALYSIS WORK SHEET

Handout

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PDF Version In P:drive

DEFINITIONS & TERMINOLOGY(may be Mission specific)

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Step3. COURSE OF ACTION DEVELOPMENT

Inputs Process Output Remarks

1. Adversary’s COAs

2. Staff Estimates

3. Restated Mission

4. Cdr's Guidance / Intent

1. Review FC’s Planning Guidance

2. Analyse Centre of Gravity

3. Generate Options

4. Develop the Scheme of Manoeuvre

1. Prepare COA Statements / Graphics

2. COA Development Brief

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Centre of Gravity

A characteristic, capability or locality from which the force derives its freedom of action, strength or will to engage in the operation.

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Elements of Centre of Gravity

• Critical Capabilities.

• Critical Requirements.

• Critical Vulnerabilities.

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Criteria

• Suitability– will it result in Mission accomplishment?

• Feasibility – achievable within allocated resources?

• Acceptability – accepted doctrine, risk, etc

• Exclusivity – different from other COAs?

• Completeness – answers the 5W questions?

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No dictionary has ever been able to satisfactorily define

the difference between “complete” and “finished”.

However, at a recent linguist conference in London,

attended by some of the best linguists in the world,

Prof Samsundar Balgobin, a Guyanese linguist was the

presenter when he was asked to make that very

destinction.

The question put to him by a colleague in the audience

was this: “Some say there is no difference between

‘complete’ and ‘finished’. Please explain the

difference in a way that is easy to understand?”

Prof. Balgobin’s response: “When you marry the right

woman, you are ‘complete’.

If you marry the wrong woman, you are ‘finished’

and..

and.., if the right one catches you with the wrong one, you are

‘completely finished’.

His answer received a five minute standing ovation.

Scheme of Manoeuvre

• Description of how the FC’s intent is expressed in the deployment of military assets under his command to accomplish the mission.

• Will include:– Threat intent, MLCOA, MDCOA, Strengths,

vulnerabilities– FF intent, msn, SOM, phases, ME, BOS spt,

CCIR, C2, recommendations and includes specialist representation where appropriate

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Step 4. Course of Action Analysis and Selection

Inputs Process Output Remarks

1. Adversary’s COA

2. COA sketches

3. Staff Estimates

4. List of assumptions

5. List of Critical Events

6. Risk Management Chart

7. ROE

1. Conduct COA Testing (Wargaming)

2. Conduct COA Evaluation and Comparison

1. COA Testing Results

2. Task Organization

3. CCIR confirmed

4. Control Measures

5. Decision Brief

6. Synch Matrix

7. Warning Order

COA Testing Methods

• Box Method.

• Belt Method.

• Avenue-in-depth Method.

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COA Testing Guidelines

• Remain objective and impartial.

• Continuous verification of each COA’s credibility.

• Avoiding premature conclusions.

• Each COA to be tested against each Conflict Party’s COA.

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Comparison

COA Advantages Disadvantages1 Surprise

Less employment of robust capabilities

Potential loss of domestic and international support

May compromise inter – agency cooperation

2 Affords flexibility

Provides Initiative

Strengthens moral authority of UN forces

Lacks Long-term sustainability

Vulnerability of forward deployed forces

Highly dependent on Host Nation Support

3 Strong moral authority and internationalacceptance

Domestically popular

Loses military initiative

Potentially attritional

Course of Action Evaluation

Serial CRITERIA COA1 COA2

1 Consent 3 2

2 Impartiality 4 4

3 Non-Use of Force 3 2

4 Legitimacy 5 3

5 Credibility 4 3

6 ROE 4 3

7 Risk Management 3 3 2

8 Totals 20 19

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COA Decision Brief Template

Briefer SubjectChief of Staff Higher Commander’s Intent,

situation, HOMC Guidance, conclusion

JMAC - U2 AOE (Relevant aspects)

Chief of Ops / U3 Re-stated Mission and Status of own forces

Staff branches - U1, 4, 5, 6, 9 Own situation

Chief of Plans /U5 COA Comparison (Including risks and control measures)

Commander Decision

Chief of Staff Apportion tasks to staff areas; plan for the further development of the selected COA

Questions so far?

Step 4. Course of Action Analysis and Selection

Inputs Process Output Remarks

1. Adversary’s COA

2. COA sketches

3. Staff Estimates

4. List of assumptions

5. List of Critical Events

6. Risk Management Chart

7. ROE

1. Conduct COA Testing (Wargaming)

2. Conduct COA Evaluation and Comparison

1. COA Testing Results

2. Task Organization

3. CCIR confirmed

4. Control Measures

5. Decision Brief

6. Synch Matrix

7. Warning Order

COA Testing Methods

• Box Method.

• Belt Method.

• Avenue-in-depth Method.

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COA Testing Guidelines

• Remaining objective and impartial.• Continuous verification each COA’s credibility.• Avoiding premature conclusions.• Each COA to be tested against each Conflict

Party’s COA.

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Comparison

COA Advantages Disadvantages

1 Surprise

Less employment of robust capabilities

Potential loss of domestic and international support

May compromise inter – agency cooperation

2 Affords flexibility

Provides Initiative

Strengthens moral authority of UN forces

Lacks Long-term sustainability

Vulnerability of forward deployed forces

Highly dependent on Host Nation Support

3 Strong moral authority and internationalacceptance

Domestically popular

Loses military initiative

Potentially attritional

Course of Action Evaluation

Serial CRITERIA COA1 COA2

1 Consent 3 2

2 Impartiality 4 4

3 Non-Use of Force 3 2

4 Legitimacy 5 3

5 Credibility 4 3

6 ROE 4 3

7 Risk Management 3 3 2

8 Totals 20 19

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COA Decision Brief Template

Briefer Subject

Chief of Staff Higher Commander’s Intent, situation, HOMC Guidance, conclusion

JMAC - J2 AOE (Relevant aspects)

Chief of Ops / J3 Re-stated Mission and Status of own forces

Staff branches - J1, 4, 5, 6, 9 Own situation

Chief of Plans /J5 COA Comparison (Including risks and control measures)

Commander Decision

Chief of Staff Apportion tasks to staff areas; plan for the further development of the selected COA

COA Selection - Synchronisation Matrix

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Step 5. DEVELOPMENT OF CONCEPT OF OPERATIONS & PLAN

Inputs Process Output Remarks

1. Selected COA (s)

1. Develop CONOPS

2. Produce Plan

3. Develop Draft Contingency Plans

1. CONOPS

2. Plan

3. Draft Contingency Plans

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Characteristics of the Plan

• Clear.

• Concise.

• Complete.

• Authoritative.

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Headings of the Plan

• BACKGROUND• CURRENT SITUATION

– Conflict Parties.– Own Forces.– Assumptions.– Limitations and Constraints.

• MISSION• EXECUTION

– Concept of Operations.– Tasks.– Coordinating Instructions.

• INTEGRATED SUPPORT SYSTEM (ISS)

Questions?

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Learning Assessment

1. List three of the seven Principles of Planning– Comprehensive , Efficient, Inclusive– Also: Informative; Integrated (with long-term

goals); Logical and Transparent.

2. List the five Risk Management Principles– Transference (to another party)– Avoidance, Reduction, Acceptance,

Exploitation

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Learning Assessment

3. List three of the five senior officials that hold operational level authority, and command and control responsibilities at the Mission HQ– Head of Mission (HOM)– Head of Military Component (HOMC)– Head of Police Component (HOPC)– Also: Deputy Special Representative(s) of the

Secretary-General (DSRSG); Director of Mission Support / Chief of Mission (DMSICMS)

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Learning Assessment

4. What is UN Operational Authority: • The authority transferred by the member

states to the UN to use the operational capabilities of their national military contingents, units etc to undertake mandated missions and tasks. Operational authority is vested in the Secretary-General. Field mission Operational Authority is vested in the SRSG.

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Learning Assessment

5. List the five Steps in the planning process– Step 1. Guidance– Step 2. Mission Analysis– Step 3. Courses of Action Development– Step 4. Course of Action Analysis and

Selection– Step 5. Develop Concept of Operations

and Plan.

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Learning Assessment

6. List the five main steps in Analysis of the Operational Environment– Description of the Operational Environment– Threat Evaluation– Determination of the Threat’s Courses of

Action– Develop Information Collection Plan– Risk Management

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ADF Peace Operations Training Centre

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