Capítulo 3 Propuesta de Seguridad en WiMAX
3.2. Propuesta de seguridad teniendo en cuentas las capas del modelo OSI
3-120. The purpose of COA development is simple—to determine one or more ways to achieve the mission, in most cases by applying the company team’s combat power to defeat the enemy at the decisive point in the battle.
Normally, the commander will have time to develop only one COA. As time permits, he may develop more than one COA. The commander develops his COA (s) with as much detail as necessary to describe clearly how he plans to use his forces to achieve the unit’s tasks and purpose. He focuses on the actions the unit must take at the decisive point.
3-121. When time permits, the commander should develop several COAs for the company team. The spectrum of COAs should provide enough flexibility, and cover enough different possible situations, to achieve the unit purpose against each likely enemy COA that was identified previously in the troop-leading process. In developing COAs, the commander must ensure they meet the following criteria:
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Suitability. Each COA must enable the company team to accomplish its mission while complying with the higher unit order.•
Feasibility. The company team must have the capability to successfully accomplish the COA in terms of available time, space, and resources.•
Acceptability. The advantage gained by executing the COA must justify the cost in manpower and material resources.•
Distinguishability. Each COA must be sufficiently different from the others to justify full development and consideration.•
Completeness. Development of the COA must cover the operational factors of who, what, when, where, and how.3-122. There are normally six steps in COA development. The following paragraphs describe each step in detail.
COA Step 1 - Analyze Relative Combat Power
3-123. Combat power is created by combining the elements of maneuver,
potential CS and CSS assets. The purpose of analyzing relative combat power is to identify enemy strengths and weaknesses, to identify friendly strengths and weaknesses, and to determine whether the company team has adequate combat power to defeat the force against which it is arrayed.
Table 3-4 is the relative combat power analysis (RCPA) matrix and is a technique the commander may use to help analyze relative combat power.
Table 3-4. Relative combat power analysis matrix Combat
COA Step 2 - Generate Options
3-124. The commander must first identify the decisive points or times at which the unit will mass the effects of overwhelming firepower to achieve a specific result (with respect to terrain, enemy, and/or time) that will accomplish the unit’s purpose. This will be the company team’s main effort.
The commander must next identify any supporting efforts; these are tasks other than the main effort that must be accomplished to allow the main effort to succeed. The commander then determines the purposes of the main effort and the supporting efforts. (NOTE: The main effort’s purpose is directly related to the mission of the unit, while the supporting efforts’
purposes relate directly to the main effort.) The commander can then identify the essential tasks that will enable the main and supporting efforts to achieve their purposes. Figure 3-13 depicts company team purposes for a breaching operation.
COA Step 3 - Array Initial Forces
3-125. The commander must then determine the specific number of combat systems necessary to accomplish each task. He should allocate resources to the main effort and continue with supporting efforts in descending order of importance. For example, the main effort in a breaching operation may require four tanks and three plows, whereas a supporting assault force, required to fight for terrain, may call for BFVs and infantry squads.
COA Step 4 - Develop Schemes of Maneuver
3-126. Applying information from the analysis of terrain and enemy, the commander links the company team’s tasks in schemes of maneuver. He determines how the achievement of one task will lead to the execution of the next. He identifies the best ways to use the available terrain and how best to
employ the team’s strengths against the enemy’s weaknesses. The commander then develops the maneuver control measures necessary to convey the commander’s intent, enhance understanding of the schemes of maneuver, prevent fratricide, and clarify the tasks and purposes of the main and supporting efforts.
Figure 3-13. Identification of Company Team Purposes in a Breaching Operation
COA Step 5 - Assign Headquarters
3-127. The commander assigns specific elements as the main and supporting efforts.
COA Step 6 - Prepare COA Statements and Sketches
3-128. The commander’s ability to prepare COA sketches and statements will depend on the amount of time available. Whenever possible, he should prepare a sketch showing each COA to clarify maneuver aspects of the COA;
he should also prepare a statement describing specific actions that may occur. Figure 3-14 shows a sample COA sketch and COA statement.
Figure 3-14. Sample COA sketch and statement ANALYSIS OF COURSE OF ACTION
3-129. If the commander has developed more that one COA, he must analyze the COAs to confirm that the criteria for valid COAs are met, to determine the advantages and disadvantages of each COA, and to visualize the flow of the battle. Typically, he war-games each friendly COA against each likely enemy COA. If time is limited, he may choose to employ the box technique of war-gaming, analyzing only the most critical event in each friendly COA against the corresponding enemy action. (NOTE: If the commander uses this technique, he must be prepared to conduct more detailed war-gaming later to complete the plan.)