text: Airborne Assault Planning
  and staffs share their understanding of the situation, and participate in course of action development and
  decisionmakingfordevelopmentofthehigherheadquartersplanororder.
  3-24. Parallel planning is two or more echelons planning for the same operation through the sequential
  sharingofinformationfromthehigher headquarters beforethe higherheadquarterspublishesitsoperations
  plan or operation order (OPORD). It requires significant interaction between echelons. During parallel
  planning, subordinate units do not wait for their higher headquarters to publish an order to begin
  developingtheirownplansandorders.
  INFORMATIONSHARING
  3-25. The higher headquarters continuously shares information concerning future operations with
  subordinate units through warning orders (WARNORDs) and other means. Frequent communication
  between commanders and staffs and sharing of information (such as intelligence preparation of the
  battlefield(IPB)products)helpssubordinateheadquartersplan.
  3-26. Generally, the higher the headquarters has more time and staff resources available to plan and
  explore options. They are sensitive not to overload subordinates with information and planning
  requirements. Higher headquarters provide subordinates with information and involve them in the
  development of those plans and concepts that have the highest likelihood of being adopted or fully
  developed.
  3-27. Commanders provide plans and orders down the chain of command. However, for airborne
  operations, higher headquartersoften cannotcomplete their plans untilsubordinate units have conducted a
  backbriefoftheirplansas a changeinoneplanimpactsotherplans.
  3-28. Parallel echelons of the airlift and ABNAF units coordinate continuously from the time of the joint
  planning conference until the operation is executed or cancelled. They exchange liaison officers to act as
  advisorsand coordinatorsimmediatelyuponreceiptof ordersto participate in anairborne assault. ABNAF
  liaison officers must be familiar with all aspects of the airborne assault. They must attend briefings and
  conferences, and must be provided with adequate transportation and communications assets. Liaison
  officersnormallyareexchangedbetweentheABNAFand—
  (cid:122) Armyunitssupportingtheoperationfromoutsidetheobjectivearea.
  (cid:122) Closeairsupportandairliftelements.
  (cid:122) Linkupforces.
  (cid:122) Specialoperationsforces.(RefertoFM 3-05formoreinformation.)
  3-29. Thespecificdutiesofliaisonofficers(cid:76)(cid:81)(cid:70)(cid:79)(cid:88)(cid:71)(cid:72)(cid:650)
  (cid:122) Representtheirunitheadquartersattheheadquarterstowhichtheyaredetailed.
  (cid:122) Actasadvisorstotheheadquartersonmatterspertainingtotheirowncommands.
  (cid:122) Coordinatemattersinvolvingdualresponsibility.
  (cid:122) Discussthetime,place,personnelrequired,andmaterialtobecoveredatcoordinationmeetings
  andwhennecessaryholdcoordinationbriefings,bothatthejointandservicelevel.
  (cid:122) Examineparallelorderstoensurecompleteagreementofplansandarrangements.
  (cid:122) Assessand plan for the availabilityand procurement ofequipment and facilitiesrequired from
  thehigherheadquarters.
  (cid:122) Attend all joint conferences, have active knowledge with the agreements reached by the
  commandersandwiththeoperationsplan.
  (cid:122) Preparejointreports.
  (cid:122) Obtaincopiesofthemarshallingplanandtheparkingdiagramfortheirunits.
  (cid:122) Knowthe locationand capacityof allinstallationsat the airfieldsand air landingfacilitiesthat
  concerntheirunits.
  (cid:122) Reviewtheplansandarrangementsforreplacementaircraftiflastminutefailuresoccur; prepare
  toassistthemovementofABNAFfromabortingaircrafttoreserveaircraft.