Cpl’s Course Tactical Planning: Exam Questions and Answers | Latest Graded A+ 2023/2024

Cpl’s Course Tactical Planning: Exam Questions and Answers | Latest Graded A+ 2023/2024. Weather Analysis Consideration of the weather's effects is an essential part of the analysis. The leader determines how the weather will affect visibility, mobility, and survivability of friendly and enemy units by considering the military aspects of weather. • Visibility The leader identifies conclusions about visibility factors such as light data (begin morning nautical twilight [BMNT], sunrise [SR], sunset [SS], end evening nautical twilight [EENT], moonrise [MR], moonset [MS], and percentage of 6 / 33 illumination), fog, and smog, and about battlefield obscurants such as smoke and dust. • Winds Winds of sufficient speed can reduce the combat effectiveness of a force as the result of blowing dust, smoke, sand, or precipitation. Windblown sand, dust, rain, or snow can reduce the effectiveness of radar and other communication systems. Strong winds can also limit aviation operations. • Precipitation Precipitation affects soil trafficability, visibility, and the functioning of many electro-optical systems. • Cloud Cover Cloud cover affects ground operations by limiting illumination and the solar heating of targets. Heavy cloud cover can degrade many target acquisition systems, infrared-guided munitions, and general aviation operations. • Temperature and Humidity Extremes of temperature and humidity reduce personnel and equipment capabilities and may require the use of special shelter or equipment. 12. 7 / 33 Civil Considerations (Human Terrain) Civil considerations include the influences of man-made infrastructure; civilian institutions; and the attitudes and activities of civilian leaders, populations, and organizations within an AO, with regard to the conduct of military operations. • Areas Key civilian areas are localities or aspects of the terrain within an AO that have significance to the local populace. • Structures Analyzing a structure involves determining how its location, functions, and capabilities can support operations. • Capabilities Capabilities can refer to the ability of local authorities—those of the host nation or some other body—to provide a populace with key functions or services. • Organizations Organizations are nonmilitary groups or institutions in the AO. They influence and interact with the populace and each other. • People 8 / 33 People is a general term describing all nonmilitary personnel that military forces encounter in the AO. This includes those personnel outside the AO whose actions, opinions, or political influence can affect the mission. • Events Events are routine, cyclical, planned, or spontaneous activities that significantly affect organizations, people, and military operations. 13. ESTIMATE OF THE SITUATION: TROOPS & FIRE SUPPORT AVAILABLE In the same way that we analyze the enemy's composition, disposition, and strengths along with enemy capabilities and limitations, a unit leader must also analyze the friendly assets available and their capabilities. The unit leader must also consider: •Mental and physical condition of the Marines •Level of unit and individual training •Status of equipment and fire support assets 14. Organic Identify the capabilities and limitations of the assets your organic unit will bring to bear on the enemy during the conduct of the mission. 15. Attachments and Detachments Assets (if any) that will detach from your unit •Units or assets that have been attached to your unit How will this affect your ability to achieve mission success? 16. 9 / 33 Fire Support Available Identify locations, azimuths of fire, contact information, employment (general support [GS], direct support [DS], or attached [(ATT]), and any priority of fires of indirect fire support agencies. In addition, identify any available air assets. What weapons will they bring to the fight? What are the capabilities of their fires? When and how long are they on station?. 17. Higher and Adjacent Units Identify higher and adjacent units' schemes of maneuver and what influence they will have on your scheme of maneuver. Consider their effect on the following: •Geometries of fire •Reinforcement •Contingency plans 18. ESTIMATE OF THE SITUATION: TIME, SPACE, AND LOGISTICS The ability to appreciate the aspects and effects of time and space is one of the most important qualities in a leader. A leader must be able to identify resource shortfalls and have a plan to rectify them. 19. Time A solid understanding of time required versus time available is vital to all operations; it drives planning and execution. The unit leader gets an indication of time available from the commander. •The amount of time a unit has to prepare for an operation determines the plan's level of detail. Reverse planning is the method by which leaders should establish a successful and accurate timeline that will uphold the assigned mission. 10 / 33 •Critical times to consider include planning time, time to cross the line of departure (LD), movement time (helo, vehicular, foot-mobile, etc.; both opposed and unopposed rates of movement should be considered), defend-no-later-than time, time to receive higher's order, time to issue your order, time available to prepare and rehearse the attack or defense, and time available for reconnaissance. 20. Space A leader must know and understand the area of operations (AO). •Identify tactical control measures (TCM) and fire support coordination measures (FSCM) within your AO as applicable. •Consider the geometry of fires and develop a plan to de-conflict converging forces. 21. Logistics Logistics sustain operations. Without appropriate logistical planning, units will reach their culminating point before ever reaching a decisive point. A leader must be able to identify: •Required resources to accomplish the mission from crossing the LD through consolidation •Critical resource shortfalls •A realistic plan to fulfill shortfalls that is formulated, prioritized, and built into the timeline before departure 22. TACTICAL THOUGHT PROCESS By the end of the first troop leading step, the leader should have a tentative scheme of maneuver that has been developed specifically to defeat the thinking enemy that you are facing. As more information becomes available, this initial plan will be refined or changed based upon updates to the leader's estimate of the situation. 23. 11 / 33 ARRANGE FOR RECONNAISSANCE AND COORDINATION Based on the detailed analysis and tactical thought process performed during the previous step, "Begin Planning," the leader should ask: "What information am I lacking to achieve success?" To get this information and reduce risk, the leader must arrange for a reconnaissance of the enemy and terrain. •First, the leader determines the most effective means of available reconnaissance. Ideally, this is a physical reconnaissance in which the leader visits or observes the ground on which the unit will fight. •Second, the leader determines the priority of reconnaissance. - Priority one should be to validate or correct assumptions regarding the enemy location, orientation, or current tactical activity. - Priority two is to identify elements of the friendly scheme of maneuver such as the route, assault position, or defensive positions. - Finally, if a physical reconnaissance is feasible, the leader must determine which subordinate leaders will participate in a leader's recon. The personnel will vary according to the tactical situation, but the leader should take only as 12 / 33 many subordinate leaders as necessary; others remain behind to supervise mission preparation. 24. RECONNAISSANCE AND COORDINATION Whether conducting a deliberate attack, establishing a refueling point, conducting a convoy, or any other similar task, every effort should be made to conduct a reconnaissance of the objective and enemy forces in the vicinity. Whenever possible, the leader makes a physical reconnaissance of the objective area and route. For certain missions, the unit may move closer to the objective area and conduct a leader's reconnaissance from there. • Leaders should leverage all available assets to gather information to support planning. •In addition to a physical recon, leaders should use other assets (imagery, air reconnaissance, etc.) available to help fill information gaps. •A successful reconnaissance should answer questions and validate assumptions made during your planning. 25. COMPLETE YOUR PLAN After conducting coordination and completing a reconnaissance, it is time to complete the plan. •Update your estimate of the situation (METT-T analysis) and revisit the tactical thought process using the new information you have gained. Do not fall in love with your plan. If your scheme of maneuver must be changed because the EMLCOA and exploitation plan were incorrect, change the plan. •Review your mission, as it was received from higher; ensure that your plan meets the requirements of the mission and stays within the framework of the commander's intent. •Prepare your five-paragraph order. If done properly, the preponderance of your order has been written through your execution of the tactical thought process. 13 / 33 •Finally, do not forget the nine Principles of War, which are useful tools to evaluate the strength of your plan, lend rigor and focus to the purely creative aspects of tactics, and provide a crucial link between theory and application of the tactical tenets. 26. ISSUE YOUR ORDER The order converts your decision into a plan of action and conveys the method of execution. Oral orders are the most direct method of communicating an order to subordinate units and is the most common method of issuing orders at the company level and below. When issuing a five-paragraph order, it is important to consider: -Technique -Format 27. Technique Clarity, simplicity, and timeliness are essentials of an operation order. Clear, concise sentences are most easily understood. •In the interest of simplicity, commanders and leaders at each echelon should closely evaluate and issue only those facts received from higher headquarters that are pertinent to their own subordinate unit leaders. •If possible, the leader issues the order to subordinate leaders from a vantage point overlooking the objective or on the defensive terrain. When this is not possible, they should use a terrain model or sketch. •The order must be issued in a timely fashion, sufficiently in advance of the time of execution to permit subordinate planning. 14 / 33 •Oral orders should be delivered in positive, direct, and confident tones using forceful and aggressive language. 28. Format Use of the standard five-paragraph order format: •Promotes clarity and brevity •Presents information and instruction in a logical, easily assimilated manner •Serves as a checklist to help ensure that no important information has been overlooked 29. SUPERVISE Supervision is continuous and occurs throughout the entire combat orders process. •The unit leader for that mission is ultimately responsible and accountable for mission accomplishment. •"Inspect what you expect."