Peer reviews x2

COA Development

From the 20,000 foot view, development of courses of action (COA) involves seven elements. First, assess relative combat power of both friendly and enemy forces, second is generating options based off of commander’s guidance and intent as well as force ratios developing in the previous step. Array forces element continues to shape ratios needed for success, followed by developing a broad concept which begins to state how the COA accomplishes the mission. The fifth step is assigning headquarter elements and developing a task organization followed by the development of COA sketches and statements which flesh out each COA before the final step of conducting the actual COA briefing to the commander (Department of the Army, 2016).

The result of course of action development is providing a commander with a set of options to accomplish a mission based on their intent and guidance. While developing COAs planners must ensure they meet certain criteria including if they are feasible, acceptable, suitable, distinguishable from other COAs, and of course that each one is complete (Department of the Army, 2016). Operations sergeants major must assist planners in remaining on task during the process as well as encouraging critical and creative ideas from all members. When developing options it is critical planners account for combat power of both friendly and enemy forces, main and supporting efforts, sustainment and shaping operations. In modern operations one important aspect planners must account for is population centers and population effects both in urban areas and threats they possess in the event of refugee in and around key terrain (Department of the Army, 2019).

An operations sergeant major’s key role comes while the G-3 section is preparing COA statements and sketches for each COA developed earlier in the process. When combined, the sketch and statement must explain the who, what, where, when, and why (Department of the Army, 2016. p. 120). For COAs the who is of course the units involved, the what are the tasks those units are assigned and the why is the purpose of each task. The operations sergeant major must be prepared to not only play devil’s advocate, they must provide a critical eye on the developing products to ensure they cover all required areas. An effective operations sergeant major constantly asks questions during the COA process ensuring members clearly understands the commander’s intent and vision as well as assisting in the management of the staff through the entire process.

References