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Introduction to the Operational Planning

Process (OPP)

Learning Object Description:

Introduction to the Operational Planning Process (OPP)

Learning Object Objectives:

At the conclusion of this lesson, you will be able to: 1. Describe the NATO Planning System.
2. Discuss the Operational Planning Process and Crisis Response Planning. 3. Describe the
role, issues and challenges of the International Security Assistance Force (ISAF).

Strategic Power and Interests

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Strategic

Why a Planning Process? To ensure political and strategic control, by:

• Standardising the planning process

• Translating political and strategic objectives into strategic, operational, and tactical level military
objectives, missions, and tasks.
• Enabling the commander to guide plan development
• Maximising the staff's creative thinking
• Evaluating the products of the planning process

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Operational Art and Design

Campaign

Campaign. A set of military operations planned and conducted to achieve a strategic objective within a

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given time and geographical area, which normally involve maritime, land and air forces. (AAP-6B)

Objectives and End States

Operational Planning Instructions and Tools. The operational planning architecture provides the basic
structure necessary to facilitate the timely, efficient, standardised and coherent development of
operational plans.

• Superior document: MC 133/3. Mc 133/3 is the NAC-approved, Military Committee document

providing overarching political and military guidance for all categories of alliance operational
plans.
• Planning Tools: -- BI-SC Guideline for Operational Planning (GOP) -- Bi-SC Functional Planning
Guidance (FPGs) -- RC's Regional Planning Guides (RPGs). SHAPE implements this guidance
through a series of planning tools developed within the NATO military command structure. The
primary planning tool used at SHAPE is a document titled, "Guidelines for Operational Planning
(GOP)". It addresses all aspects of an operational plan and provides guidance on the planning
factors to be taken into account during the plan development. It also provides details on the
structure of a plan.
• Complementary Tools: -- Inventory of Preventive Measures (IPM) -- MC 294 series - Military
Response Options (MRO) -- MC 67 series - NATO Precautionary System (NPS) -- Bi-SC NATO
Precautionary System Manual (NPSM) --MC 362 series - NATO Rules of Engagement (ROE) --
AJP-01(B) - Allied Joint Operations Doctrine
MC 133/3 — NATOs Operational Planning System. An important change to 133 is the ability for
strategic commander's to initiate advanced planning, or prudent military planning. It also specifies the
procedures for force activation and deployment, once a plan has been approved. MC133/3 provides
overarching guidance for all categories of Alliance operational plans in the areas of:

• Initiation

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• Development
• Approval
• Execution
• Review
• Revision
• Cancellation
• Specifies force activation and deployment procedures.
MC 133/3 — NATOs Operatioal Planning System, Categories:

• Advanced Planning: Prepare Alliance to deal with possible security risks (Article 5 or non-Article
5) and consists of two distinct types: Contingency Plan (COP) and Standing Defence Plan (SDF).
• Crisis Response Planning: Response to actual, or developing, crisis (Article 5 or non-Article 5)
and calls for the Operation Plan (OPLAN).
Purpose of Peace Support Operation Planning. Operational planning serves several purposes. It
provides for the conduct of prudent military planning, to prepare the alliance to meet any selected
possible article 5 situations. Operational planning can also prepare the alliance for a possible future
requirement to conduct Non-Article 5 Crisis Response Operations (CRO) beyond the NATO AOR,
with or without the participation of non-NATO nations. Furthermore, operational planning can provide
for the timely and efficient development of alliance operational plans in response to an unforeseen
crisis or developing crisis, either Article 5 or Non-Article 5. In addition, operational planning should
have an influence upon, as well as being sensitive to, developments in the defence planning process.

• Possible Future PSO: Advance Planning and Contingency Plan (COP).

• Unforeseen Crisis: Crisis Response Planning and Operation Plan (OPLAN).
One of the products of advance planning is the contingency plan. Contingency plans are plans
developed where planning factors can be identified or assumed. As one would expect, assumptions are
required to compensate for areas where information is not known. A COP will be as detailed as
possible, the obvious limitation to detail being the amount of information actually known. A COP is
not an executable plan. Although no forces are assigned, the type and scale of forces, or capabilities,
are defined. After having progressed through the approval process, these contingency plans are then
placed on the shelf and periodically updated. Plans developed for possible operations where planning
factors can be identified or assumed:

• Based on approved planning guidance.

• Some assumptions.
• As much detailed as possible.
• Identification of the type and scale of forces and capabilities.
• May be planned well in advance.
If a crisis was foreseen the OPLAN may be developed from an appropriate contingency plan; If the
crisis was not foreseen the OPLAN must be developed in response to the situation. OPLANS are
developed with the intention of implementing immediately. Assumptions will highlight the
requirements for further political guidance. OPLANS are normally developed with very short
timelines. OPLANS are developed in response to emerging crisis, as directed by the North Atlantic
Council (NAC).

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• When possible, based on existing COP or NAC approved Concept of Operations (CONOPS)
• More political direction may be provided
• Is an executable Plan
• Short development timelines - WEEKS!
• Accompanied by a detailed SOR
• Forces are generated based on this SOR
The first stage of the Operational Planing Process (OPP) is the Estimate process, to include Mission
Analysis and the production of Commander's Planning Guidance to his staff and/or subordinate staffs.
The Estimate process is conducted internal to the Headquarters and does not result in a product that is
staffed to a higher Headquarters (HQ). The next stage in the planning process, is the production of a
Concept of Operations (CONOPS) which includes the Commander's Intent on objectives, mission,
End State/end date, the planning assumptions, key tasks, requirements on capability of forces, how to
conduct operations and the Command and Control (C2) chain. SACEUR CONOPS is the first formal
document in the planning process and will require formal endorsement by the Military Committee
(MC) and approval by the North Atlantic Council (NAC).

• Situation to include political objectives and end-state, limitations, threat assessment and key tasks
(assigned)
• Mission
• Execution to include assumptions, commanders analysis and intent, conduct of operations, force
capability requirements and tasks
• Service Support - basic concept only
• C2 - overview of C2 concept, CIS concept and define JOA
• Accompanied by a provisional Statement of Requirement

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Operational Planning Process

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Political - Military Estimate (PME) Process. Emerging Crisis to Intiating Directive to

Stage I of the Operational Planning Process.

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Operational Planning Stages

Operational Planning Stages. The Operational Planning Process (OPP) starts with Stage 1 Initiation. In
this stage, the task (Initiating Directive) is received and, as the name implies, initiates the planning.
Normally it starts with a North Atlantic Committee (NAC) Initiating Directive. Prudent military
planning may appear to surpass this step, saving precious time in crisis planning. In Stage II,
Orientation, an initial Mission Analysis is conducted. The output from this stage is the Mission
Analysis Brief to the Commander, and the subsequent Commander's Planning Guidance. In Stage III
Concept Development, a detailed Staff Analysis is completed, leading to creation of Courses of
Actions for achieving the mission. Once the Courses of Action have been analyzed, a single Course of
Action is selected by the Commander and on this choice, the plan is based. In Stage IV Plan
Development, a plan and force requirements are developed with the result being a Concept of
Operations (CONOPS). Only then, after Military Committee endorsement and North Atlantic Council
(NAC) approval, will the Operations Plan (OPLAN) be developed. This starts the lengthy process of
Stage V Plan Review & Political Approval before actual activation.

OPLAN Development Process

OPLAN Development Process. The initial Draft Plan is developed, consulting as necessary with the
other pertinent Headquarters. This initial draft is not passed to NATO military headquarters but the
comments generated are used to develop the coordinated Draft Plan. This then goes to the military
Headquarters and the International Military Staff (IMS). The IMS consults with nations and from their

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comments a Final Draft is developed. Once all comments and amendments are agreed, the Final Plan
is produced and forwarded to the Military Committee for endorsement and to the North Atlantic
Council for approval. During this entire process the subordinate regional command is producing his
operational plan in parallel due to the constrained planning timeline.

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