COURSE OF ACTION WAR GAME

1. COURSE OF ACTION WAR GAME Course of Action War Game is the newest of the Marine Corps� planning process steps. It is important is to keep in mind the purpose of the War Game: to improve friendly COAs. The War Game can be as sophisticated as a computer simulation exercise such as UFL, or as simple as the commander and and operations officer huddled around the hood of a HMMV asking the question �What if?� The bottom line is that the COA War Game is going to identify the strengths and weaknesses of each COA, the strengths and weaknesses of each COA, the risk and shortfalls of each COA; but most importantly, it will improve each individual COA. Course of Action War Game is the newest of the Marine Corps� planning process steps. It is important is to keep in mind the purpose of the War Game: to improve friendly COAs. The War Game can be as sophisticated as a computer simulation exercise such as UFL, or as simple as the commander and and operations officer huddled around the hood of a HMMV asking the question �What if?� The bottom line is that the COA War Game is going to identify the strengths and weaknesses of each COA, the strengths and weaknesses of each COA, the risk and shortfalls of each COA; but most importantly, it will improve each individual COA.

2. PURPOSE Understand the importance of a COA War Game Discuss COA War Game Inputs Process Outputs - It is important to understand the purpose of the war game. Why do we conduct a war game? Once you understand the purpose of a war game you can adapt the methodology to meet the requirements of the situation. - During this class we will also discuss the inputs, process, and outputs of the war game.- It is important to understand the purpose of the war game. Why do we conduct a war game? Once you understand the purpose of a war game you can adapt the methodology to meet the requirements of the situation. - During this class we will also discuss the inputs, process, and outputs of the war game.

3. REFERENCES - An OPT will use more references in COA War Game than in any other step in the process. Sometimes its hard to see the map and unit counters because of all the open documents. The COA war game is a time constrained event that requires personnel to have a lot of information immediately available. Rapid access to numerous documents will enable the OPT to maintain the time line. Documents electronically stored on a computer or posted on a home page are ways to have documents readily available to OPT personnel. - The primary reference is MCWP 5-1. - An OPT will use more references in COA War Game than in any other step in the process. Sometimes its hard to see the map and unit counters because of all the open documents. The COA war game is a time constrained event that requires personnel to have a lot of information immediately available. Rapid access to numerous documents will enable the OPT to maintain the time line. Documents electronically stored on a computer or posted on a home page are ways to have documents readily available to OPT personnel. - The primary reference is MCWP 5-1.

4. COA WAR GAME The third step in the Marine Corps Planning process is the COA war game. During the COA War Game we conduct a detailed assessment of each COA as it pertains to the enemy and battlespace. We fight our COAs against a thinking responding enemy in the form of the a red cell. The third step in the Marine Corps Planning process is the COA war game. During the COA War Game we conduct a detailed assessment of each COA as it pertains to the enemy and battlespace. We fight our COAs against a thinking responding enemy in the form of the a red cell.

5. WHAT IS A WAR GAME? - What is a war game? The definition is what the joint world says. - This is a good definition. However, its important to understand three additional concepts - scalable, time-dependent, and adversarial. - Scalable: A war game is just as valid for a battalion as it isfor a MEF. The people conducting the war game adapt the methodology to meet their particular circumstances. For instance, a battalion commander can conduct a war game on the hood of a vehicle with four or five members of his staff. Whereas a MEF commanding general may conduct a war game with 40 or 50 people. - Time-dependent: The thoroughness of war game is based on how much time the OPT has available. The war game can be as short as a �what if� question between battalion CO and his S-2, or a week long computer simulated war game at the MEF or JTF level. - Adversarial: A key aspect of the Corps�s warfighting doctrine is �focus on the enemy.� The adversarial war game is a method to allow the command to focus on the enemy. We don�t want an enemy who is going to role over and play dead. We want an enemy who will think, act and defeat us when we develop weak COAs. This thinking enemy can be represented by the S-2, G-2, or Red Cell commander under the staff cognizance of the G-2. - What is a war game? The definition is what the joint world says. - This is a good definition. However, its important to understand three additional concepts - scalable, time-dependent, and adversarial. - Scalable: A war game is just as valid for a battalion as it isfor a MEF. The people conducting the war game adapt the methodology to meet their particular circumstances. For instance, a battalion commander can conduct a war game on the hood of a vehicle with four or five members of his staff. Whereas a MEF commanding general may conduct a war game with 40 or 50 people. - Time-dependent: The thoroughness of war game is based on how much time the OPT has available. The war game can be as short as a �what if� question between battalion CO and his S-2, or a week long computer simulated war game at the MEF or JTF level. - Adversarial: A key aspect of the Corps�s warfighting doctrine is �focus on the enemy.� The adversarial war game is a method to allow the command to focus on the enemy. We don�t want an enemy who is going to role over and play dead. We want an enemy who will think, act and defeat us when we develop weak COAs. This thinking enemy can be represented by the S-2, G-2, or Red Cell commander under the staff cognizance of the G-2.

6. PURPOSE OF A WAR GAME? - Why does the OPT conduct a war game? The OPT owes the commander the best possible COA in the time allocated for planning. Therefore, the OPT must test the COAs that were developed during COA development. Each COA is wargamed against selected threat COAs. The commander determines and prioritizes which friendly COAs are to be fought against selected threat COAs. - The war game identifies strengths, weaknesses, risks, and asset shortfalls for each friendly COA. Its not good enough to test COAs, identify strengths and weaknesses without correcting the problems. The OPT must improve the COAs by modifying the plan. Improving upon the plan will reduce weaknesses and provide greater flexibility. - The rigor placed into testing a COA allows the commander, battlestaff, OPT, MSCs, etc to gain a common understanding of friendly and threat COAs. This common understanding allows them to determine the advantages and disadvantages of each COA and forms the basis for the commander�s COA comparison and decision. - Why does the OPT conduct a war game? The OPT owes the commander the best possible COA in the time allocated for planning. Therefore, the OPT must test the COAs that were developed during COA development. Each COA is wargamed against selected threat COAs. The commander determines and prioritizes which friendly COAs are to be fought against selected threat COAs. - The war game identifies strengths, weaknesses, risks, and asset shortfalls for each friendly COA. Its not good enough to test COAs, identify strengths and weaknesses without correcting the problems. The OPT must improve the COAs by modifying the plan. Improving upon the plan will reduce weaknesses and provide greater flexibility. - The rigor placed into testing a COA allows the commander, battlestaff, OPT, MSCs, etc to gain a common understanding of friendly and threat COAs. This common understanding allows them to determine the advantages and disadvantages of each COA and forms the basis for the commander�s COA comparison and decision.

7. COA WAR GAME INPUTs Designated COAs, CGs WG guidance and evaluation criteria PROCESS Test our COAs against a thinking enemy War game against a Red Cell Formed in Mission Analysis under the cognizance of the G-2. Task organized with appropriate WF experts (TTP- personnel match enemy COG). Use enemy equipment and doctrine Wargaming is a �What If� game Blue-Red-Blue sequence Try to find holes and seams in our plan Identifies branches and sequels Looking to validate assumptions Scalable: Talk around a HMMWV or a full-blown, day long computer game at a JTF HQ. Refine estimates based on events that occurred during the war game. The Commander may refine criteria he used in the war game. Used for Comparison/Decision step OUTPUTs The OPT now has wargamed COAs to take in to Comparison/Decision. List of critical events and decision points Identified branches and sequels Refined staff estimates INPUTs Designated COAs, CGs WG guidance and evaluation criteria PROCESS Test our COAs against a thinking enemy War game against a Red Cell Formed in Mission Analysis under the cognizance of the G-2. Task organized with appropriate WF experts (TTP- personnel match enemy COG). Use enemy equipment and doctrine Wargaming is a �What If� game Blue-Red-Blue sequence Try to find holes and seams in our plan Identifies branches and sequels Looking to validate assumptions Scalable: Talk around a HMMWV or a full-blown, day long computer game at a JTF HQ. Refine estimates based on events that occurred during the war game. The Commander may refine criteria he used in the war game. Used for Comparison/Decision step OUTPUTs The OPT now has wargamed COAs to take in to Comparison/Decision. List of critical events and decision points Identified branches and sequels Refined staff estimates

8. COA WAR GAME INPUTS - The commander�s input consists of evaluation criteria and wargaming guidance. The commander�s evaluation criteria is the lens that the uses to analyze and evaluate COAs. Every commander normally has certain concerns that impacts his decision making. For example, casualties could be one, flexibility in the plan could be another. These become what I call �standing� commander�s evaluation criteria. The commander will express other concerns during mission analysis that are based on the situation. One technique is to present these to the commander for his approval. This will help the commander formulate his commander�s evaluation criteria. - The battlestaff also inputs evaluation criteria into the war game. These are used to drive staff estimates. Staff representatives will use these to support their principle staff officer. - The most important information that an MSC injects into the war game is their capabilities and vulnerabilities. The LNO will have some type of draft option to fight; however, this will be very sketchy. Remember, when the MEF is conducting a war game the MSCs are in mission analysis. They have not received any tasks, except draft tasks that they can discern from COA development. - The commander�s input consists of evaluation criteria and wargaming guidance. The commander�s evaluation criteria is the lens that the uses to analyze and evaluate COAs. Every commander normally has certain concerns that impacts his decision making. For example, casualties could be one, flexibility in the plan could be another. These become what I call �standing� commander�s evaluation criteria. The commander will express other concerns during mission analysis that are based on the situation. One technique is to present these to the commander for his approval. This will help the commander formulate his commander�s evaluation criteria. - The battlestaff also inputs evaluation criteria into the war game. These are used to drive staff estimates. Staff representatives will use these to support their principle staff officer. - The most important information that an MSC injects into the war game is their capabilities and vulnerabilities. The LNO will have some type of draft option to fight; however, this will be very sketchy. Remember, when the MEF is conducting a war game the MSCs are in mission analysis. They have not received any tasks, except draft tasks that they can discern from COA development.

9. COA WAR GAME PROCESS Preparation Maps, Terrain Board, etc. Roles and Assignments Arbiter �Thinking enemy� fights enemy COAs Red Cell Task Organized G-2 / S-2 has staff cognizance - The OPT may conduct wargaming using the enemy�s most likely, most dangerous, and most advantageous (to friendly forces) COAs. Since the COAs were probably developed to defeat the enemy�s most likely COA, or COAs similar to it, then I recommend the OPT fight friendly COAs against the enemy�s most likely COA during the first series of war games. This establishes a base line plan. Then, time permitting, conduct subsequent war games against the most dangerous enemy COA. This tests the basic plan to see how well it can adapt to unexpected situations. The OPT can then modify the plan and / or develop branches to provide flexibility in the base plan. - As we mentioned earlier, the G-2 or the Red Cell can be the �thinking enemy� that fights the enemy COAs. Red Cell is task organized. It uses threat doctrine and operational experience to react to friendly threats and dispositions to the friendly COAs. The Red Cell ensures that assessed threat capabilities and vulnerabilities are realistically evaluated. - The OPT may conduct wargaming using the enemy�s most likely, most dangerous, and most advantageous (to friendly forces) COAs. Since the COAs were probably developed to defeat the enemy�s most likely COA, or COAs similar to it, then I recommend the OPT fight friendly COAs against the enemy�s most likely COA during the first series of war games. This establishes a base line plan. Then, time permitting, conduct subsequent war games against the most dangerous enemy COA. This tests the basic plan to see how well it can adapt to unexpected situations. The OPT can then modify the plan and / or develop branches to provide flexibility in the base plan. - As we mentioned earlier, the G-2 or the Red Cell can be the �thinking enemy� that fights the enemy COAs. Red Cell is task organized. It uses threat doctrine and operational experience to react to friendly threats and dispositions to the friendly COAs. The Red Cell ensures that assessed threat capabilities and vulnerabilities are realistically evaluated.

10. COA WAR GAME PROCESS Methods of Wargaming Sequence of Essential Tasks Avenue in depth Belt Box There are four basic wargaming techniques available, each one suited to a particular situation. They are sequence of essential tasks, box, belt, and avenue in depth. The OPT will probably use more than one technique during a war game. The sequence of essential tasks highlights the initial shaping actions necessary to establish a sustainment capability and to engage enemy units in the deep battle area. At the same time, it enables the planners to adapt if the red cell commander executes a reaction that necessitates the reordering of the essential tasks. This technique also allows wargamers to concurrently analyze the essential task required to execute the concept of operations. The other three methods are depicted on the next three slides. There are four basic wargaming techniques available, each one suited to a particular situation. They are sequence of essential tasks, box, belt, and avenue in depth. The OPT will probably use more than one technique during a war game. The sequence of essential tasks highlights the initial shaping actions necessary to establish a sustainment capability and to engage enemy units in the deep battle area. At the same time, it enables the planners to adapt if the red cell commander executes a reaction that necessitates the reordering of the essential tasks. This technique also allows wargamers to concurrently analyze the essential task required to execute the concept of operations. The other three methods are depicted on the next three slides.

11. The avenue in depth technique focuses on one avenue of approach at a time, beginning with the main effort. This technique is good for offensive COAs or for defensive situations when canalizing terrain inhibits mutual support.The avenue in depth technique focuses on one avenue of approach at a time, beginning with the main effort. This technique is good for offensive COAs or for defensive situations when canalizing terrain inhibits mutual support.

12. The belt method divides the terrain into belts running the width of the area of operations. The belt technique is good or most effective when the terrain is divided into well-defined cross compartments; during phased operations, such as a river crossing or helicopterborne assault; and when the enemy is deployed in clearly defined echelons. At a minimum, belts should include the area of -- - Initial contact either along the forward line of own troops or the line of departure/line of contact, or in the covering force area. - Initial penetration or initial contact along the FEBA. - Passage of the reserve or commitment of a counterattack. - Where the commander envisions achieving a decision. The belt technique is based on sequential analysis of events in each belt, where the events are expected to occur more or less simultaneously. It is preferred because it focuses on essentially all forces affecting particular events in one time frame. A belt will normally include more than one event. When time is short, the commander may use a modified belt technique. The belts will be separated and will be selected on the basis of the locations of critical events, which are expected to occur in the same time frame. The belt method divides the terrain into belts running the width of the area of operations. The belt technique is good or most effective when the terrain is divided into well-defined cross compartments; during phased operations, such as a river crossing or helicopterborne assault; and when the enemy is deployed in clearly defined echelons. At a minimum, belts should include the area of -- - Initial contact either along the forward line of own troops or the line of departure/line of contact, or in the covering force area. - Initial penetration or initial contact along the FEBA. - Passage of the reserve or commitment of a counterattack. - Where the commander envisions achieving a decision. The belt technique is based on sequential analysis of events in each belt, where the events are expected to occur more or less simultaneously. It is preferred because it focuses on essentially all forces affecting particular events in one time frame. A belt will normally include more than one event. When time is short, the commander may use a modified belt technique. The belts will be separated and will be selected on the basis of the locations of critical events, which are expected to occur in the same time frame.

13. The box technique is a detailed analysis of a critical area, such as a colored landing beach, an infiltration route, or a raid objective. It is most useful when time is limited. This technique applies to all types of units. When using it, the staff isolates the area and focuses on the critical events within that area. The assumption is that the friendly units not engaged in this action can handle the situations in their region of the battlespace and the essential tasks assigned to them.The box technique is a detailed analysis of a critical area, such as a colored landing beach, an infiltration route, or a raid objective. It is most useful when time is limited. This technique applies to all types of units. When using it, the staff isolates the area and focuses on the critical events within that area. The assumption is that the friendly units not engaged in this action can handle the situations in their region of the battlespace and the essential tasks assigned to them.

14. COA WAR GAME PROCESS Describe operations of all friendly forces The sequence of moves for the war game are friendly force action, threat reaction, and friendly counteraction. Friendly Force Action - The OPT leader, facilitator, and LNOs describe the operations of all forces involved during this action. They describe the force, its mission, and the desired outcome. They annotate the force list to account for all forces employed in the actions. Threat Reaction - Whoever is playing the enemy (its probably the Red Cell commander) then describes the operations that all of his forces are currently executing. He includes the forces outside the immediate area of operations but within the area of interest that he intends to employ during this operations. This allows the OPT members to validate the portion of their plan that addresses these additional threat forces. The Red Cell commander and OPT personnel determine where they would have had contact. The Red Cell commander describes the locations and activities of his assets identified as high-value targets. He highlights points during the operation where these assets are important to the threat's COA. If this will affect the friendly COA, theOPT will identify the high-value targets as high-payoff targets, thereby making their engagement an integral part of the friendly COA. With this information, the OPT updates the situation and event templates that support the engagement of those high-payoff targets. - The OPT discusses the probable outcome of the contact on both forces. Recording tools are annotated as described below. If they can agree on the outcome, the game turn proceeds. If they do not agree, the OPT leader determines the outcome, and the war game proceeds. If one of the participants disagrees with the OPT leader�s ruling, and the matter affects the feasibility, suitability, or acceptability of the COA, then the OPT leader should brief the disagreement to the G-3, Chief of Staff, or commander for resolution. - Each unanticipated event in the Red Cell commander�s reactions may become a potential DP for the commander when executing the approved plan. Each time the OPT identifies a DP, the recorder makes appropriate entries in the recording tools, such as the decision support template, COA war game worksheet and the synchronization matrix. The recorder should capture enough information to allow the staff to anticipate and plan for each decision. At a minimum, the recorder includes the DPs, decision criteria, friendly action/response, and NAIs that support the DP. - At this point, one or two outcomes will be evident; either the friendly force�s planned action was sufficient to achieve its purpose or it was not sufficient. If the action was sufficient and the COA is on track, the players can proceed to the next game turn. If the action was not sufficient to achieve the desired effect, the friendly force considers its counteraction. Friendly counteraction - The OPT leader, in discussion with the Red Cell commander, determines the additional actions and resources necessary to achieve the original purpose. When modifying the COA, it is necessary to revalidate the location and composition of the main and supporting efforts, reserve, and control measures that affect their employment. If resources needed for the counteraction are available and can be reallocated from any intended use in a subsequent game turn, the OPT leader can add the additional forces to the COA.The sequence of moves for the war game are friendly force action, threat reaction, and friendly counteraction. Friendly Force Action - The OPT leader, facilitator, and LNOs describe the operations of all forces involved during this action. They describe the force, its mission, and the desired outcome. They annotate the force list to account for all forces employed in the actions. Threat Reaction - Whoever is playing the enemy (its probably the Red Cell commander) then describes the operations that all of his forces are currently executing. He includes the forces outside the immediate area of operations but within the area of interest that he intends to employ during this operations. This allows the OPT members to validate the portion of their plan that addresses these additional threat forces. The Red Cell commander and OPT personnel determine where they would have had contact. The Red Cell commander describes the locations and activities of his assets identified as high-value targets. He highlights points during the operation where these assets are important to the threat's COA. If this will affect the friendly COA, theOPT will identify the high-value targets as high-payoff targets, thereby making their engagement an integral part of the friendly COA. With this information, the OPT updates the situation and event templates that support the engagement of those high-payoff targets. - The OPT discusses the probable outcome of the contact on both forces. Recording tools are annotated as described below. If they can agree on the outcome, the game turn proceeds. If they do not agree, the OPT leader determines the outcome, and the war game proceeds. If one of the participants disagrees with the OPT leader�s ruling, and the matter affects the feasibility, suitability, or acceptability of the COA, then the OPT leader should brief the disagreement to the G-3, Chief of Staff, or commander for resolution. - Each unanticipated event in the Red Cell commander�s reactions may become a potential DP for the commander when executing the approved plan. Each time the OPT identifies a DP, the recorder makes appropriate entries in the recording tools, such as the decision support template, COA war game worksheet and the synchronization matrix. The recorder should capture enough information to allow the staff to anticipate and plan for each decision. At a minimum, the recorder includes the DPs, decision criteria, friendly action/response, and NAIs that support the DP. - At this point, one or two outcomes will be evident; either the friendly force�s planned action was sufficient to achieve its purpose or it was not sufficient. If the action was sufficient and the COA is on track, the players can proceed to the next game turn. If the action was not sufficient to achieve the desired effect, the friendly force considers its counteraction. Friendly counteraction - The OPT leader, in discussion with the Red Cell commander, determines the additional actions and resources necessary to achieve the original purpose. When modifying the COA, it is necessary to revalidate the location and composition of the main and supporting efforts, reserve, and control measures that affect their employment. If resources needed for the counteraction are available and can be reallocated from any intended use in a subsequent game turn, the OPT leader can add the additional forces to the COA.

15. RULES DURING WAR GAME Evaluate each COA independently Remain unbiased Continually assess Feasibility Acceptability Suitability Distinguishability Completeness Record advantages/disadvantages Stay on timeline Identify possible branches/sequels Record War Game results based on commander�s evaluation criteria - Evaluate each COA independently. Do not compare one COA with another during the war game. Comparing COAs must wait till comparison and decision step of the process. - Remain unbiased. Avoid drawing premature conclusions. Do not allow personalities or an attitude of �what the commander wants� to influence the OPT. OPT members must avoid defending a COA just because they personally developed it. - Continually assess feasibility, acceptability, and suitability of the COA. If a COA fails any of these tests during the war game, the OPT must reject the COA. - Keep the established time line of the war game. Focus on the commander�s evaluation criteria. - Accurately record the advantages and disadvantages of each COA as they become evident. Record data based on the commander�s evaluation criteria. There are many techniques to record the results of a war game, such as synchronization matrix, war game worksheet, Decision Support Template, and a decision support matrix. The OPT must determine which techniques they are going to use. - Evaluate each COA independently. Do not compare one COA with another during the war game. Comparing COAs must wait till comparison and decision step of the process. - Remain unbiased. Avoid drawing premature conclusions. Do not allow personalities or an attitude of �what the commander wants� to influence the OPT. OPT members must avoid defending a COA just because they personally developed it. - Continually assess feasibility, acceptability, and suitability of the COA. If a COA fails any of these tests during the war game, the OPT must reject the COA. - Keep the established time line of the war game. Focus on the commander�s evaluation criteria. - Accurately record the advantages and disadvantages of each COA as they become evident. Record data based on the commander�s evaluation criteria. There are many techniques to record the results of a war game, such as synchronization matrix, war game worksheet, Decision Support Template, and a decision support matrix. The OPT must determine which techniques they are going to use.

16. COA WAR GAME PROCESS Recording methods Synchronization Matrix War Game Worksheet Decision Support Template / Matrix - Recording the war game results gives the OPT a record to analyze each COA by stating its advantages and disadvantages using the commander�s evaluation criteria and the staff�s evaluation criteria, developing decision support templates, refining task organizations, preparing the order, etc. - Recording provides the basis for the Course of Action War Game Brief and enhances the capability to transition COAs to plans / orders, and from planning to execution. - There are numerous methods to record results. The synchronization matrix allows the OPT to synchronize the COA across time and space in relation to the enemy. - The war game worksheet is used during the war game to record friendly action, enemy reaction, and friendly counter-action. - The decision support template depicts DPs, time phase lines associated with movement of threat and friendly forces, the flow of the operation, and other information required to execute a specific friendly COA. - The decision support matrix provides a recap of expected events, DPs, and planned friendly actions in a narrative form. - If you want to know more details about these recording methods, please refer to MCWP 5-1 Appendix D. - Recording the war game results gives the OPT a record to analyze each COA by stating its advantages and disadvantages using the commander�s evaluation criteria and the staff�s evaluation criteria, developing decision support templates, refining task organizations, preparing the order, etc. - Recording provides the basis for the Course of Action War Game Brief and enhances the capability to transition COAs to plans / orders, and from planning to execution. - There are numerous methods to record results. The synchronization matrix allows the OPT to synchronize the COA across time and space in relation to the enemy. - The war game worksheet is used during the war game to record friendly action, enemy reaction, and friendly counter-action. - The decision support template depicts DPs, time phase lines associated with movement of threat and friendly forces, the flow of the operation, and other information required to execute a specific friendly COA. - The decision support matrix provides a recap of expected events, DPs, and planned friendly actions in a narrative form. - If you want to know more details about these recording methods, please refer to MCWP 5-1 Appendix D.

17. SYNCHRONIZATION MATRIX These tasks that are recorded in COA Development are represented in blue. During the actual conduct of the COA War Game, we will use the sync matrix made during COA development, and then refine, change, and improve the existing sync matrix through the COA war game process. These tasks that are recorded in COA Development are represented in blue. During the actual conduct of the COA War Game, we will use the sync matrix made during COA development, and then refine, change, and improve the existing sync matrix through the COA war game process.

18. SYNCHRONIZATION MATRIX Those changes are represented in green. This technique allows an easy method to record the results of the COA War Game and is effective for the backbrief to the Commander, his staff, and his MSC commanders. Those changes are represented in green. This technique allows an easy method to record the results of the COA War Game and is effective for the backbrief to the Commander, his staff, and his MSC commanders.

19. COA WAR GAME WORKSHEET The COA war game worksheet is used during the war game to record the friendly action, enemy reaction, and friendly counter-action involved in each COA. It is also used to capture critical information that may be identified during the war game, such as potential CCIRs, decision points, and NAIs. A TTP is to use the remarks section of the War Game worksheet to record the game turn as it fares using the commander�s evaluation criteria as a metric.The COA war game worksheet is used during the war game to record the friendly action, enemy reaction, and friendly counter-action involved in each COA. It is also used to capture critical information that may be identified during the war game, such as potential CCIRs, decision points, and NAIs. A TTP is to use the remarks section of the War Game worksheet to record the game turn as it fares using the commander�s evaluation criteria as a metric.

20. The decision support template is normally developed during COA wargaming. It is derived from the doctrinal, situational, and event template. The decision support template depicts DPs, time phase lines associated with movement of threat and friendly forces, the flow of the operation, and other information required to execute a specific friendly COA. The decision support template is a key planning tool for use during transition and execution.The decision support template is normally developed during COA wargaming. It is derived from the doctrinal, situational, and event template. The decision support template depicts DPs, time phase lines associated with movement of threat and friendly forces, the flow of the operation, and other information required to execute a specific friendly COA. The decision support template is a key planning tool for use during transition and execution.

21. The decision support matrix provides a recap of expected events, DPs, and planned friendly actions in a narrative form. It shows where and when a decision must be taken if a specific action is to take place. It ties DPs to NAIs, targeted areas of interest (TAIs), CCIRs, collection assets, and potential friendly response options. The decision support template and matrix may be refined as planning progresses after the war game.The decision support matrix provides a recap of expected events, DPs, and planned friendly actions in a narrative form. It shows where and when a decision must be taken if a specific action is to take place. It ties DPs to NAIs, targeted areas of interest (TAIs), CCIRs, collection assets, and potential friendly response options. The decision support template and matrix may be refined as planning progresses after the war game.

22. COA WAR GAME PROCESS Brief Advantages / Disadvantages Changes to COAs Decision Points Critical Events Branches & Sequels - The battlestaff and subordinate commands continue to develop their estimates for use during the next step, COA comparison and decision. COA Brief - Know your commander. Each commander is different and likes to see information presented in a particular manner that helps him assimilate the information. This slide just lists suggestions. - Present the commander with the results of the war game and staff�s evaluation. Include at a minimum -- -- advantages/disadvantages of each based on evaluation criteria -- any modifications to a COA due to weaknesses discovered during the war game -- where, when and under what conditions the commander may have to make a decision -- critical events and where they may occur -- a discuss on branches and sequels that provide flexibility to the plan.- The battlestaff and subordinate commands continue to develop their estimates for use during the next step, COA comparison and decision. COA Brief - Know your commander. Each commander is different and likes to see information presented in a particular manner that helps him assimilate the information. This slide just lists suggestions. - Present the commander with the results of the war game and staff�s evaluation. Include at a minimum -- -- advantages/disadvantages of each based on evaluation criteria -- any modifications to a COA due to weaknesses discovered during the war game -- where, when and under what conditions the commander may have to make a decision -- critical events and where they may occur -- a discuss on branches and sequels that provide flexibility to the plan.

23. COA WAR GAME OUTPUTS - A COA war game produces products that drive subsequent steps of the process. The bullets on this slide are necessary for subsequent steps. It is important to keep in mind that the commanders and the staff have criteria of their own that will influence their input to the commander when providing staff estimates and estimates of supportability. - A COA war game produces products that drive subsequent steps of the process. The bullets on this slide are necessary for subsequent steps. It is important to keep in mind that the commanders and the staff have criteria of their own that will influence their input to the commander when providing staff estimates and estimates of supportability.

24. OUTPUTS TO ORDERS DEVELOPMENT As with any of the steps of the MCPP, the products that are produced are used for a reason: in this example, the sync matrix, COA War Game Worksheet, and the DST will be used to develop the Execution Checklist, which is part of the Operations order.As with any of the steps of the MCPP, the products that are produced are used for a reason: in this example, the sync matrix, COA War Game Worksheet, and the DST will be used to develop the Execution Checklist, which is part of the Operations order.

25. OUTPUTS TO ORDERS DEVELOPMENT Again, I think you get the idea for the use of planning products to produce sub-paragraphs of the written order. Notice that CCIRs are important enough that they are included in Paragraph 3 of the basic order. In the MDMP (Army), you would find CCIRs in the Coordinating Instructions. These are information requirements that are important for the commander to make timely and informed decisions during the execution of the mission.Again, I think you get the idea for the use of planning products to produce sub-paragraphs of the written order. Notice that CCIRs are important enough that they are included in Paragraph 3 of the basic order. In the MDMP (Army), you would find CCIRs in the Coordinating Instructions. These are information requirements that are important for the commander to make timely and informed decisions during the execution of the mission.

26. SUMMARY Discussed: The importance of a COA War Game COA War Game Inputs Process Outputs - As a summary, we have looked at the purpose of conducting a war game? Once you understand the purpose of a war game you can adapt the methodology to meet the requirements of the situation. - During this class we also discussed the inputs, process, and outputs of the war game.- As a summary, we have looked at the purpose of conducting a war game? Once you understand the purpose of a war game you can adapt the methodology to meet the requirements of the situation. - During this class we also discussed the inputs, process, and outputs of the war game.