1. How does Intelligence help the Joint Force Commander (JFC) and staff integrate, synchronize, and direct joint operations? (C500) Today’s modern warfare means synchronized participation and integration all individual Services. They, with different doctrines in the new environment, are part of the Joint Force Command which point the using best on each of them helps to get the synergy by achieves the goals in joint operations. The JFCs combine certain joint functions to be able to reach the objectives. Joint functions are related capabilities and activities grouped together to help JFCs integrate, synchronize, and direct joint operations (JP3-0, 2011). Joint functions are Mission Command, Movement and Maneuver, Fires, Protection, Sustainment and Intelligence. Each of them is an inherent part of the holistic vision that provides the JFCs to understand and visualize the contemporary warfare. In addition, every of them is necessary and helps the JFCs to explain and conduct their forces to accomplish the mission. However, one of them, with its focus on adversaries, enemies, and unknown area of future operation is essential and the leading Joint functions. That is Intelligence. The intelligence officer is the key player in the staff who is responsible for performing Intelligence function in joint operations. With its systems and functionality, it helps staff to integrate and synchronize operational art and operational design, and direct forces to conduct joint operations. The operational plan or order is the main product and the directing document, which presents the commanders’ whish or reason for task forces to guide future joint operations. In this process, intelligence conducts the duty to distribute and control nec... ... middle of paper ... ...sks must my command do for the mission to be accomplished? 2. What is the purpose of the mission received? 3. What limitations have been placed on my own forces’ actions? 4. What forces/assets are needed to support my operation? (JP 5-0, 2011) Finally, the biggest contrast between MDMP and JOPP are in products during these processes. In MDMP, there are three warring orders and finally operational plan or order. These warring orders print after next steps: Receipt of Mission, Mission Analyze, and COA Approval. On the other hand, JOPP does not emit warring orders. In this process, there is only one final product which may be amandmend. Works Cited FM 5-0. (2011). The Operations Process. Washington, DC: Department of Army. JP3-0. (2011). The Defense Technical Information Center. Retrieved from New_pubs: www.dtic.mil/doctrine/new_pubs/jp3_0.pdf
Unified Land Operations defines the army operational design methodology (ADM) as “a methodology for applying critical and creative thinking to understand, visualize, and describe unfamiliar problems and approaches to solving them. The operational design methodology incorporated into army doctrine serves as a method to compliment the military decision making process (MDMP). Although the ADM it is often confused with replacing MDMP, its purpose is to address complex problems from a nonlinear approach. ADM helps the commander to answer questions to problems. However, only a collaborative effort of an operation planning team (OPT) will achieve the approach to answering complex problems. Doctrine alone does not provide the answer to complex problems, but rather offers a guide to solve them. To conceptualize the MDMP, planners must incorporate ADM to provide a better understanding, visualization, and description of the problem. The purpose of this paper is to provide the framework to support why ADM is required in the MDMP.
...e. Logistically the Chinese were unprepared to support a force the size of the 9Th PVA and lost a number of soldiers to the bitter cold weather due to them being ill-equipped. Intelligence Preparation of the Battlefield (IPB) is a crucial step in the Military Decision Making Process (MDMP) and is vital to mission success. Had the proper importance been placed on analyzing the Chinese threat, the outcome of the Korean War might have been different.
Air Force Special Operations The United States of America is a powerful and well known force throughout the world. It has become a superpower of nations in just about three hundred years, being one of the newest nations in existence today. Its military reaches out into several countries in the globe and holds a presence as a peacekeeper and wielder of democracy. Of the US military’s five branches, the Air Force is the ruler of the skies, keeping control of the earth’s aerospace. Without the Air Force Special Operations, the military could not complete operations as effectively or efficiently as it potentially could.
The complexities inherent to Command and Control (C2) of a large homogeneous armed force can be overwhelming even to the most experienced. Adding other countries’ leadership, experience, requirements, training and tactics to a combined and multi-lateral endeavor adds even more complexity to unity of command and control, not to mention all other functional requirements. This essay will evaluate the deficiencies associated with the joint functions during Operation Husky using the three attributes of mission command from joint doctrine: commander’s intent, understanding, and mutual trust. It will also evaluate two additional joint functions, intelligence and movement and maneuver, for an Allied force that was created to deliver an Axis defeat
... Like the relationship of situational understanding and situational awareness, operational art is at a higher stratum than operational design. The commander must visualize the operation from start to finish with elements of creativity and innovation. For the operations-level commander, this is the premise for them to reach their determination of intent. Yet at some point, intangibles and the unquantifiable have to enter into a system of process. This is the goal of operational design. In simplest terms, operational art may draw commander’s attention to the forces of PMESH-II to aid in the identification of the operational environment; operational design will draw the commander’s attention to his or her combat capability and time constraints while contextually and adaptively improving MDMP or Joint Operational Planning process efficiencies and effectiveness.
Intelligence failure was one of the main reasons why the Tet offensive happened. The allies undergo a failure of intelligence before Tet, a failure that helped plan the stages for changes in the strategies of the US. The four parts of intelligence are crucial in determining the actions of the enemy. The four tasks consist of collection of information, the analysis of the information, the decision to respond to a warning issued in the analytical stage, dissemination of the order to respond to the field co...
On October 4, 2016 Army Chief of Staff General Mark A. Milley spoke at the Association of the United States Army (AUSA) Eisenhower Luncheon. During the speech, he discussed his vision for the future of warfare that the US Army will face. The US Army wins wars through the employment of its combat power to an operational environment using Unified Land Operations (ULO) (ADRP 3-0 2017, 3-1). The four tenets of ULO are simultaneity, depth, synchronization, and flexibility (ADRP 3-0 2017, 3-64). General Milley’s statement supports the tenets of ULO because the battlefield of the future will be so complex and different than anything seen before in history that flexibility that will be essential for victory.
Wars have many battles. However, battles do not always lead to war. Marines courageously serve in our nations wars. Their ability to win battles allows our nations to deal with threats quickly without making the situation more dangerous than it already is. Since the year of 1775 the Marines have been the number one branch of the military called upon first. Their ability to execute the most rapid, effective, and efficient military response to disputes anywhere in the world, makes them one of the most respected branches of the military. The Marines Corps are deployed to respond swiftly and aggressively to threats around the world. What distinguishes the Marines Corps from any other branch is the bond formed by their motto “Semper Fidelis.” It was a motto adopted in 1883. “Semper Fidelis” in Latin means “always faithful.” It reminds marines to always be faithful to their mission, to one another, and to the Corps and our beloved nation, no matter the cost. However, we will discuss the history and background of the career, the requirements to obtain the career, the job position and description, and the job reflection and outlook.
U.S. Joint Chiefs of Staff, Joint and National Intelligence Support to Military Operations, Joint Publication 2-01 (Washington, DC: U.S. Joint Chiefs of Staff, 5 January 2012).pg II-6
The United States Merchant Marines The United States Merchant Marines are complied of thousands of the best trained men and women of today to man naval or commercial ships. Merchant Marines have dated back even further then the United States Coast Guard. The Merchant Marines have had a huge impact on the United States Navy since they have been established. Merchant Marines have manned fleets of ships for the U.S. Navy which carry imports and export during peace time.
Leaders must think to survive in every form of physical and mental conflict. Army leaders are responsible to solve problems, from “the mundane to the magnificent’ , with an expectation of complete success in determining the best possible decision to a given problem. Utilizing cognitive training tools to expand a stagnate mind (Drs. Paul and Elder’s Eight Elements of Thought) and following proven models of success (Army Problem Solving Process) facilitate a positive outcome for Army officers when they are making difficult decisions. Drs. Paul and Elder developed eight elements of thought that assist Army officers and provide additional definitions to the thought categories in the seven steps of the Army Problem Solving Process.
The following was a submitted report for a U.S. History research paper assignment We fight our country's battles in the air, on land and sea. First to fight for right and freedom, and to keep our honor clean; We are proud to claim the title of United States Marine. Our flag's unfurled to every breeze from dawn to setting sun. We have fought in every clime and place, where we could take a gun. In the snow of far off northern lands and in sunny tropic scenes, You will find us always on the job, The United States Marines. Here's health to you and to our Corps which we are proud to serve. In many a strife we've fought for life and never lost our nerve. If the Army and the Navy ever look on heaven's scenes, they will find the streets are guarded by United States Marines." The Marine hymn is eternally etched in the mind's and soul of every recruit and officer who have served in the United States Marine Corps. Every Marine has gone through boot camp, each sacrificing blood, sweat, and tears. One thing that has never deteriorated in their years of existence is the fact that they have yet to lose a war they have put effort in. Is this exceptional record due to their extensive training? Is it because of their aggressive nature and mindset? What is to follow may shed some light on these questions and perhaps give some type of insight on how the Marine Corps was so prevailing and what conflicts had they had conquered. 1775, November 10th. This date is memorized and celebrated by every United States Marine as something of excellence, a date of honor. This date is non other than the "birthdate" of the Marine Corps. It was on this date that the Continental Congress passed a resolution to create two operational battalions of American Marines. These men would ultimately be headed by Captain Samuel Nicholas, of the United States Naval department. It was in Philadelphia that the first Marines were grouped and trained for their inaugural mission. The three hundred Marines that had been recruited, were placed aboard eight transport ships, all destined for the beaches of New Providence (the Bahamas). Upon their landing on March 3rd, 1776, they fought up the beach, sweeping through a barrage of bullets, and took command of two small stone forts and a number of military storage complexes.
Armed with numerous studies, and intensive public hearings, Congress mandated far-reaching changes in DOD organization and responsibilities in the Goldwater-Nichols Department of Defense Reorganization Act of 1986. This landmark legislation significantly expanded the authority and responsibility of the chairman, Joint Chiefs of Staff. Included in this expanded authority and responsibility was the requirement for the chairman to develop a doctrine for the joint employment of armed forces. As operations Urgent Fury, Just Cause, and Desert Storm have vividly demonstrated, the realities of armed conflict in today's world make the integration of individual service capabilities a matter of success or failure, life or death. Furthermore, the operation Desert One demonstrated the need for a strengthened Joint Warfare Doctrine and the consequent change in Joint Warfare Employment. It is plain to see the benefits of having the greatest navy integrated with the world's greatest army and air force. However, even in the wake of a relatively successful joint operation in the Middle East (Desert Storm), certain weaknesses are evident in the current joint employment tactics and/or capabilities. By analyzing past operations such as Urgent Fury and Desert Storm, we are able to see sufficient evidence that the Joint Warfare Concept can be disastrous in one instance and virtually flawless in another.
Mission analysis. The mission analysis identifies the problem and begins to determine workable solutions. The headquarter develops the intelligence preparation of the battlefield (IPB). The higher headquarters’ order is analyzed and specified by the commander and his staff. This leads to initial CCIR and an ISR plan and finally the initial intent of the battalion commander.
Once plans have been developed, an organization must address how management will be accomplishing be those plans. This involves operational plans that must flow from strategy; specify resource, time issues, and commitment of human resources. Operational plans at the lower - levels of the organization, have a shorter time horizon, and are narrower in scope (Bateman, Snell 2003 p.113). A good example of this is Wal-Mart's main strategic goal. It is to provide quality merchandise at an affordable low cost to consumers. Its operational goals focus on efficient logistics requiring technology and inventory management systems to help reduce costs so it can be passed on to the customer. Operational plans are derived from a tactical plan and are aimed at achieving one or more operational goals (Bateman, Snell 2003 p.113).