text: Chapter 2
  Table 2-2. Sample terminations
  Scenario Criteria and Events
  Successful deception The deception has run its natural course, achieved its objectives, and
  operation termination will not expose or affect the deception.
  The overall operational situation has changed and circumstances that prompted
  Change of mission
  the deception no longer pertain.
  Prudent risk: a Some elements of the deception estimate have changed, increasing the risk and
  decreased probability costs to friendly forces and prompting the commander to end the deception
  of success component of the course of action.
   The deception is proceeding and may succeed but is no longer
  synchronized with other aspects of the operation or campaign.
   The deception is proceeding and may succeed but it becomes evident that
  Synchronization
  the window of opportunity for exploiting certain conduits or the target itself
  issues
  has closed.
   Deception events cannot be synchronized or executed at the required
  times or locations for any number of reasons.
  It becomes apparent that if forces modify some elements of the deception
  (choice of conduits, objectives, or targets), then the probability of success will
  New opportunity increase, risks will be reduced, or the impact of the deception will be greater. In
  this case, the commander may want to terminate some deception events and
  activities while reorienting other elements of the deception.
  The commander has cause to believe that all or some elements of the deception
  Compromise
  have become known to the enemy.
  Step 10—Produce Appendix 14 (Military Deception) to Annex C (Operations)
  2-75. Following completion of the deception event schedule and the termination plan, the MDO has
  everything required to complete Appendix 14 (Military Deception) to Annex C (Operations) of the OPLAN
  or OPORD. Exhibits, worksheets, and templates used to develop the deception plan can add clarity and detail
  to a plan so personnel who were not part of the original planning process can rapidly grasp its contents. In
  most cases, the Appendix 14 to Annex C is classified at or above the classification of the supported plan.
  Care must be taken in the classification of the deception appendix (to include in training and exercise
  environments).
  DECEPTION PLAN APPROVAL
  2-76. After completing, coordinating, and reviewing the deception plan for consistency, the MDO presents
  it to the commander for tentative approval. To ensure its synchronization at all levels, approval authority for
  deception resides two echelons above the originating command. After the approving authority has approved
  the deception plan, it becomes a part of the OPLAN or OPORD. It is important that deception plans are not
  widely distributed. To ensure every opportunity to succeed and to protect the deception from compromise,
  planners strictly limit access to the deception operation to those with a need to know. Deception staffing and
  approval must adhere to the regulatory requirements found in CJCSI 3211.01 and applicable CCMD
  instructions. The need to know criteria is essential, and only a limited number of personnel participate in the
  deception plan review and approval process.
  INTELLIGENCE SUPPORT TO DECEPTION PLANNING
  2-77. Intelligence support is critical to a successful deception plan. Deception requires the timely collection,
  evaluation, analysis, integration, and interpretation of all relevant information and intelligence that is
  immediately, or potentially, significant to the deception. A lack of accurate information and intelligence
  database and an inadequate time to rectify a situation can limit the range of viable deception options available
  to the commander. These deficiencies can also increase the associated risk and significantly reduce the
  probability of success. Adequate emphasis on timely and in-depth development of information resources