text: _________________________________________________________________________________Chapter 2
  headquarters) to the operational-level commands. The staff structure pro-
  vides operational-level commanders the capability for rapid situation as-
  sessment and decision making.
  2-142. Since operational planning occurs well in advance, it would be difficult
  for the enemy to disrupt the initial decision making and planning. However,
  the operational-level commanders and staffs are continually updating and
  adapting the operation plan. The OPFOR uses IW measures to help ensure
  that the OPFOR commander has sufficient time to acquire and process in-
  formation on the combat situation.
  PLANNING
  2-143. The commander conveys his decision to the chief of staff, who, with his
  subordinates, fleshes it out with detailed planning tailored to the circum-
  stances of the operation and the terrain. The chief of staff issues detailed,
  precise orders for the initial phase of an operation only. At this point, there
  usually is not enough hard data to allow an accurate forecast of how the
  situation will develop. The plan includes intelligence, the commander’s deci-
  sion, limits of responsibility, the missions of flanking forces, the missions of
  combat support and combat service support units, coordinating instructions,
  and the deployment of CPs.
  2-144. Planning usually begins with the receipt of preliminary instructions
  for execution of the SCP. The planning process is continuous and will be af-
  fected by changes in the battlefield situation, amendments to orders and di-
  rectives, or assignment of new missions. Situational intensity dictates the
  planning method used.
  2-145. Central to OPFOR planning is the concept of opportunity. In transition
  or adaptive operations, the OPFOR recognizes that it will often be operating
  in conditions where it is overmatched by enemy technological superiority. In
  these conditions, the OPFOR will plan and conduct deliberate operations to
  create windows of opportunity in which to operate proactively with freedom
  of maneuver from enemy RISTA and standoff attack. Each OPFOR plan in-
  cludes specific instructions to subordinate units concerning how this oppor-
  tunity will be achieved and utilized.
  2-146. Examples of means by which the OPFOR can create opportunity are
  • IW activities, including selective denial of enemy situational understanding.
  • Use of complex terrain.
  • Freedom-of-movement operations (such as feints, ruses, demonstra-
  tions, or ambushes).
  Planning Framework
  2-147. The military SCP developed and issued by the General Staff directs
  operational-level military forces. Each operational-level command identified in the
  SCP prepares an operation plan that supports the execution of its role in that SCP.
  2-148. From the General Staff down through the operational and tactical lev-
  els, the staff of each military headquarters has an operations directorate or
  section that is responsible for planning. The plan at each level specifies the
  AOR and task organization of forces allocated to that level of command, in