SEJPME II Module 16

1) Which of the following statements best describes the renewed focus on the term design? [objective244] The value of design as a complementary concept to planning has grown significantly in recent years. It includes more commander-led direction concluding with some form of operational approach. Design focuses on a narrow view of view of mission analysis, often creating a checklist mentality and a more structured approach to framing the problem. In certain crises situations, planning replaces design due to the amount of critical resources required to conduct design activities. This results in a more efficient process. ________________________________________ 2) Which of the following links design activities to more detailed planning commonly associated with the joint operation planning process (JOPP)? [objective245] operational planning team (OPT) the joint operation planning and execution system (JOPES) an operational approach the Commander's Decision Cycle ________________________________________ 3) In general, what effect can emerging crises have on design? [objective246] Emerging crises, such as those experienced in recent humanitarian assistance situations, rarely have an effect on design. Due to the severe time constraints involved with emerging crises, design is often pushed aside, and planning becomes the main focus. Design is often abbreviated during emerging crises, and commanders may not fully develop their operational approach due to severe time constraints. The complexities involved with emerging crises often extend the design time, due to the number of external stakeholders involved. ________________________________________ 4) What has given commanders the ability to leverage many joint capabilities at the lowest levels? [objective247] The "co-creation of context" principle has given commanders unique viewpoints to leverage joint capabilities. Recent changes in joint command hierarchical structures have enabled commanders to delegate authority more efficiently across all echelons. Advances in information technology have enabled collaborative and decentralized approaches to better understand the operational environment. ________________________________________ 5) What pitfall can occur when a problem statement proposes a solution (even implicitly)? [objective248] none, problem statement should propose a solution can lead the commander and planners to spend more time on design, rather than detailed planning and execution invariably, problem statement becomes the mission statement can lead the commander and planners to narrow the focus too soon ________________________________________ 6) As a crisis emerges within the combatant command's areas of responsibility, the deliberate planning conducted in anticipation of the crisis is adapted to the situation. This sharpens the combatant command's focus on what three concurrent operations? [objective249] Past operations, present operations, and future operations Deep operations, operations on the flanks, and regional operations Current operations, future operations, and deep operations Deep operations, tactical operations, and strategic operations ________________________________________ 7) The first step in achieving efficiency and effectiveness in planning at all headquarters is _____. [objective256] establishing "touch points" the Commander's Decision Cycle establishing a viable battle rhythm limiting the number of planning problems ________________________________________ 8) Commanders drive the development of _____. Planners help develop commander's critical information requirements (CCIRs) beginning in _____ and continuing during the planning process across all three event horizons. [objective251] CCIRs; course of action analysis design; mission analysis design; course of action development CCIRs; design ________________________________________ 9) What is the key to success in integrating both lethal and nonlethal activities during planning? [objective252] including stakeholders from the very beginning of the design and planning process knowing the commander's decision making processes and "touch points" including the liaison officers (LNOs) in all the decision points including stakeholders once a comprehensive operational approach has been determined ________________________________________ 10) Which of the following provides the foundation for "living plans" designed and resourced to achieve national defense and military strategic objectives in a manner that is both militarily and politically acceptable? [objective253] [Remediation Accessed :N] tactical planning process adaptive planning process operational planning process deliberate planning process ________________________________________ 11) Training exercises are conducted by joint force commanders and their headquarters and based on their operation plans, concept plans, and scenarios related to "most likely" and "most dangerous" crises/contingencies in their areas of responsibility. What is a secondary role of these complex training events? [objective254] provide an intensive venue for the focused, structured dialogue that drives design and subsequent planning understand how the planning process affects the readiness of the joint headquarters to control operations test the readiness of the staff in understanding their commander's battle rhythm ________________________________________ 12) Which of the following describes a role of the Chief of Staff in design and planning? [objective255] [Remediation Accessed :N] helps prioritize the planning efforts with a disciplined approach provides personnel to the planning teams serves to inform the planning staff on constraints or restraints concerning caveats or dialogue with outside agencies translates higher echelon dialogue into clear and concise guidance and intent ________________________________________ 13) Joint task forces (JTFs) have approach design in many novel ways, often reflecting on whether the JTF headquarters are _____. [objective250] in a "supporting" or "supported" role standing, rotational, or crisis only functionally or geographically oriented only standing, rotational, or crisis only and functionally or geographically oriented