text: Chapter 3
  deception events based on actual operational conditions so long as they do not significantly alter the basic
  operational flow of the deception.
  3-20. Once planners review and validate the deception event schedule and supporting worksheets, the
  controlling planner synchronizes the implementation of the plan. During implementation, participating units
  and resources normally receive tasks through traditional command operational and intelligence tasking
  channels. Occasionally, the controlling planner may directly engage participants outside the normal tasking
  channels when special communications channels are required to protect sensitive means and sources that
  reside outside normal command channels.
  3-21. The controlling planner monitors feedback indicators at each stage and regulates the scheduling and
  intensity of deception operations. At times, the controlling planner may need to delay or accelerate planned
  deception events or, if the situation requires, add measures to achieve desired enemy perceptions in the time
  indicated by the commander’s overall plan. The controlling planner informs the commander and the chief of
  operations of the status of all synchronization requirements associated with the execution of the deception.
  An inability to execute the deception with timing needs of other operations may prompt termination of a
  deception operation.
  Monitoring the Deception Operation
  3-22. As with most plans, the quality of a deception plan directly relates to the validity of assumptions
  concerning the situation at the start of the operation. Validating such assumptions with current information
  is essential to any monitoring activity. Before starting the operation, staffs continually monitor the general
  situation and submit RFIs to confirm or deny assumptions concerning the conditions under which forces
  initiate the deception operation. Such pre-operational monitoring may prompt the start time for execution.
  3-23. Four types of monitoring activities occurs for a deception operation (see figure 3-1). Monitoring the
  developing situation to ensure that the deception concept continues to correspond to actual conditions is the
  first activity. A second type of monitoring involves observing the effects of the deception operation at each
  stage of execution. This monitoring consists of obtaining the necessary feedback to trace the progress of the
  deception in line with the deception event and execution schedule. The third type of monitoring provides the
  means for assessing the need to terminate the deception operation for reasons other than mission
  accomplishment. The fourth type of monitoring activity detects and traces unintended consequences of the
  deception operation. Such consequences can be positive or negative and may involve either the deception
  itself or other operations. MDOs may use data on unintentional effects to adjust the deception or take
  advantage of new opportunities.
   Monitor developing situation
   Observe the effects
   Provide assessment means
   Detect and trace consequences
  Figure 3-1. Monitoring activities
  3-24. To achieve the level of synchronized activity that the deception operation demands, the controlling
  planner monitors the general military situation together with the systematic execution of the deception. The
  controlling planner also understands and evaluates the status of the deception operation in the full context of
  the overall operation as well as how deception activities are proceeding. At the same time, MDOs keep higher
  command echelons that direct and coordinate theater-wide and strategic deception operations informed
  regarding the execution of the command’s deception.
  Controlling the Deception Operation
  3-25. Although monitoring requirements are extensive, control remains the central issue of execution.
  Control involves making decisions to conduct each activity as specified by the plan or to change the plan to