text: Chapter 4
  Develop Courses of Action
  4-29. The purpose of COA development (Figure 4-2) is simple: to determine one or more ways to
  accomplish the mission. Most missions and tasks can be accomplished in more than one way. However,
  in a time-constrained environment, the team leader may develop only one COA. Normally, the team will
  develop two or more. Usable COAs are suitable, feasible, acceptable, distinguishable, and complete. To
  develop them, the team focuses on the actions the team takes at the objective and conducts a reverse plan
  to the point infiltration starts.
  COA DEVELOPMENT
  1. Analyze relative combat power.
  2. Generate options.
  3. Array forces.
  4. Develop the concept of operations.
  5. Assign responsibilities.
  6. Prepare COA statement and sketch.
  Figure 4-2. Development of courses of action.
  Analyze (War-Game)
  4-30. For each COA, the team thinks through the operation from beginning to end. They compare
  each COA with the most likely enemy COA, given what the LRS team is doing at that instant. Normally,
  small unit leaders visualize a set of actions, reactions and counteractions. The LRS team leader does this
  also, but because the LRS team’s objective is to not make enemy contact, the result should minimize the
  chance of contact. The team records the results of all wargames.
  Compare
  4-31. The team leader compares results of all the wargames and chooses the COA that has the best
  chance of mission accomplishment and preserves the team for future operations. Criteria normally
  include-- mission accomplishment, time to execute the mission, risk, and posture of the team for future
  operations.
  Approve
  4-32. The team leader picks the COA that best supports successful mission accomplishment.
  Normally, before the team continues plan development, the team leader must obtain approval for the
  chosen COA. This briefing is given to the detachment leader or company commander. Once approval is
  obtained and guidance given, the team begins development of the OPORD.
  Conduct Reconnaissance
  4-33. Ideally, the team leader reconnoiters the area visually. If this cannot be done, then the team
  leader continues to study aerial reconnaissance photos, UAS video and satellite imagery (if available).
  He confirms, clarifies, and supplements information gleaned from maps and other sources.
  Complete the Plan
  4-34. Complete detailed planning to include necessary coordination with all support elements
  required for the mission. (Appendix G provides an example list of the necessary coordination.)
  Issue the OPORD
  4-35. Include all necessary annexes. Use a detailed OPORD format. (Appendix B provides an
  example.) Use visual aids (terrain models, objective sketches, charts, photos, maps, and overlays) to
  reinforce information and to help ensure the team fully understands all aspects of the mission.