Chapter II JP 5-0 CSAs, and applicable DOD agencies for preparation of plans based on current military capabilities. It implements the planning guidance provided in the GEF and the joint planning activities and products that accomplish that guidance. In addition to communicating to the CCMDs’ specific planning guidance necessary for planning, the JSCP operationalizes the strategic vision described in the NMS and nests with the strategic direction delineated by the NSS, DSR, and the DOD’s planning and resourcing guidance provided in the GEF. The JSCP also provides integrated planning guidance and direction for planners. The JSCP is described in detail in CJCSI 3110.01, (U) 2015 Joint Strategic Capabilities Plan (JSCP). e. GFMIG. The GFMIG documents force planning and execution guidance and show assignment of forces in support of the UCP. GFM aligns force assignment, apportionment, and allocation methodologies in support of the DSR and GEF, joint force availability requirements, and joint force assessments. It provides comprehensive insights into the global availability of US military resources and provides senior decision makers a process to quickly and accurately assess the impact and risk of proposed changes in force assignment, apportionment, and allocation. JS prepares the document for SecDef approval, with the Joint Staff J-8 [Director for Force Structure, Resource, and Assessment] overseeing the assignment and apportionment of forces and the Joint Staff J-3 [Operations Directorate] overseeing the allocation of forces. It is updated every two years and approved by SecDef. The GFMIG informs planners of the processes for distributing forces globally. It provides SecDef direction to the Secretaries of the Military Departments for assigning forces to CCDRs in order to accomplish their assigned missions, specifies the allocation process that provides access to forces and capabilities when assigned mission requirements exceed the capacity and/or capability of the assigned and currently allocated forces, includes apportionment guidance to facilitate planning, and informs the joint force structure and capability assessment processes. The assignment tables in the GFMIG and Forces for Unified Commands Memorandum serve as the record of force assignments. SecDef’s decision to allocate forces is ordered in the Global Force Management Allocation Plan (GFMAP). See Appendix E, “Global Force Management,” for additional information and descriptions. 9. Combatant Commanders a. Planning Organization. At the CCMD level, a joint planning group (JPG), operational planning group, or operational planning team (OPT) is typically established to direct planning efforts across the command, including implementation of plans and orders. b. Strategic Estimate. The CCDR and staff, with input from subordinate commands and supporting commands and agencies, prepare a strategic estimate by analyzing and describing the political, military, economic, social, information, and i ...

1. Chapter II
JP 5-0
CSAs, and applicable DOD agencies for preparation of plans
based on current military capabilities. It implements the
planning guidance provided in the GEF and the joint planning
activities and products that accomplish that guidance. In
addition to communicating to the CCMDs’ specific planning
guidance necessary for planning, the JSCP operationalizes the
strategic vision described in the NMS and nests with the
strategic direction delineated by the NSS, DSR, and the DOD’s
planning and resourcing guidance provided in the GEF. The
JSCP also provides integrated planning guidance and direction
for planners.
The JSCP is described in detail in CJCSI 3110.01, (U) 2015
Joint Strategic Capabilities Plan (JSCP).
e. GFMIG. The GFMIG documents force planning and execution
guidance and show assignment of forces in support of the UCP.
GFM aligns force assignment, apportionment, and allocation
methodologies in support of the DSR and GEF, joint force
availability requirements, and joint force assessments. It
provides comprehensive insights into the global availability of
US military resources and provides senior decision makers a
process to quickly and accurately assess the impact and risk of
proposed changes in force assignment, apportionment, and
allocation. JS prepares the document for SecDef approval, with
the Joint Staff J-8 [Director for Force Structure, Resource, and
Assessment] overseeing the assignment and apportionment of
forces and the Joint Staff J-3 [Operations Directorate]
overseeing the allocation of forces. It is updated every two
years and approved by SecDef. The GFMIG informs planners of
the processes for distributing forces globally. It provides
SecDef direction to the Secretaries of the Military Departments
for assigning forces to CCDRs in order to accomplish their
assigned missions, specifies the allocation process that provides

2. access to forces and capabilities when assigned mission
requirements exceed the capacity and/or capability of the
assigned and currently allocated forces, includes apportionment
guidance to facilitate planning, and informs the joint force
structure and capability assessment processes. The assignment
tables in the GFMIG and Forces for Unified Commands
Memorandum serve as the record of force assignments.
SecDef’s decision to allocate forces is ordered in the Global
Force Management Allocation Plan (GFMAP).
See Appendix E, “Global Force Management,” for additional
information and descriptions.
9. Combatant Commanders
a. Planning Organization. At the CCMD level, a joint planning
group (JPG), operational planning group, or operational
planning team (OPT) is typically established to direct planning
efforts across the command, including implementation of plans
and orders.
b. Strategic Estimate. The CCDR and staff, with input from
subordinate commands and supporting commands and agencies,
prepare a strategic estimate by analyzing and describing the
political, military, economic, social, information, and
infrastructure (PMESII) factors and trends, and the threats and
opportunities that facilitate or hinder achievement of the
objectives over the timeframe of the strategy.
J400 Reading A 2
Strategic Guidance and Coordination
(1) The strategic estimate is a tool available to commanders as
they develop plans. CCDRs use strategic estimates developed in
peacetime to facilitate the employment of military forces across
the range of military operations. The strategic estimate is more
comprehensive in scope than estimates of subordinate
commanders, encompasses all aspects of the CCDR’s OE, and is
the basis for the development of the GCC’s theater strategy.
(2) The CCDR, the CCDR’s staff, and supporting commands and
agencies evaluate the broad strategic-level factors that influence
the theater strategy.

3. (3) The estimate should include an analysis of strategic
direction received from the President, SecDef, or the
authoritative body of a MNF; an analysis of all states, groups,
or organizations in the OE that may threaten or challenge the
CCMD’s ability to advance and defend US interests in the
region; visualization of the relevant geopolitical, geoeconomic,
and cultural factors in the region; an evaluation of major
strategic and operational challenges facing the CCMD; an
analysis of known or anticipated opportunities the CCMD can
leverage; and an assessment of risks inherent in the OE.
(4) The result of the strategic estimate is a visualization and
better understanding of the OE to include allies, partners,
neutrals, enemy combatants, and adversaries. The strategic
estimate process is continuous and provides input used to
develop strategies and implement plans. The broad strategic
estimate is also the starting point for conducting the
commander’s estimate of the situation for a specific operation.
(5) Supported and supporting CCDRs and subordinate
commanders all prepare strategic estimates based on assigned
tasks. CCDRs who support multiple JFCs prepare estimates for
each supporting operation.
See Appendix B, “Strategic Estimate,” for a notional strategic
estimate format.
c. CCMD Strategies. A strategy is a broad statement of the
commander’s long-term vision. It is the bridge between national
strategic guidance and the joint planning required to achieve
national and command objectives and attain end states.
Specifically, it links CCMD activities, operations, and resources
to USG policy and strategic guidance. A strategy should
describe the ends as directed in strategic guidance and the ways
and means to attain them. A strategy should begin with the
strategic estimate. Although there is no prescribed format for a
strategy, it may include the commander’s vision, mission,
challenges, trends, assumptions, objectives, and resources.
CCDRs employ strategies to align and focus efforts and
resources to mitigate and prepare for conflict and contingencies,

4. and support and advance US interests. To support this,
strategies normally emphasize security cooperation activities,
force posture, and preparation for contingencies. Strategies
typically employ military engagement, close cooperation with
DOS, embassies, and other USG departments and agencies. A
strategy should be informed by the means or resources available
to support the attainment of designated end states and may
include military resources, programs, policies, and available
funding. CCDRs publish strategies to provide guidance to
subordinates and supporting commands/agencies and improve
coordination
J400 Reading A 3
B-1
APPENDIX B STRATEGIC ESTIMATE
SECTION A. INTRODUCTION
1. Background
a. The strategic estimate is an analytical tool available to
CCDRs before developing theater or functional strategies;
theater, functional or DOD-wide campaign plans, subordinate
campaign plans; and OPLANs. Strategic estimates provide the
commander’s perspective of the strategic and operational levels
of the OE, threats and opportunities that could facilitate or
hinder the achievement of GEF-directed objectives, desired
changes to meet specified regional or functional objectives, and
the commander’s visualization of how those objectives might be
achieved. Developed annually and regularly updated, the
strategic estimate is the basis for developing the CCDR’s
theater or functional strategy.
b. The CCDR, the CCMD staff, supporting commands, and
agencies assess the broad strategic factors that influence OE,
thus informing the ends, ways, means, and risks involved in
accomplishing the prescribed campaign objectives.
c. Both supported and supporting CCDRs prepare strategic
estimates based on assigned tasks. CCDRs who support multiple
commands may prepare strategic estimates for each supporting
operation.

5. d. Section B, “Notional Strategic Estimate Format,” presents a
format a CCMD staff can use as a guide when developing a
strategic estimate. The J-5 may provide the lead staff
organization for the conduct of the strategic estimate with
significant participation from the other staff directorates. The
exact format and level of detail may vary somewhat among
commands, based on theater-specific requirements and other
factors.
e. The result of the strategic estimate is a better understanding
and visualization of the complete OE to include adversaries,
friends, and neutrals. The strategic estimate process is dynamic
and continuous, and provides input for developing theater
strategies and campaign plans. This strategic estimate is also
the starting point for conducting more detailed staff estimates
as well as the commander’s estimate of the situation for a
potential contingency.
f. The CCDRs strategic estimate should identify potential for
spillover, both from the AOR or functional area perspective into
other CCDRs’ AORs or functional areas and into the CCDR’s
AOR or functional area based on operations and activities
outside the AOR.
SECTION B. NOTIONAL STRATEGIC ESTIMATE FORMAT
2. Strategic Direction
(This section analyzes broad policy, strategic guidance, and
authoritative direction to the theater or global situation and
identifies strategic requirements in global and regional
dimensions.)
J400 Reading A 4
Appendix B
B-2 JP 5-0
a. US Policy Goals. (Identify the US national security or
military objectives and strategic tasks assigned to or
coordinated by the CCMD.)
b. Non-US/Multinational Policy Goals. (Identify the
multinational [alliance or coalition] security or military
objectives and strategic tasks that may also be assigned to, or

6. coordinated by the CCMD.)
c. Opposition Policy Goals and Desired End State
d. End State(s). (Describe the campaign or operation
objective[s] or end state[s] and related military objectives to
achieve and end states to attain and maintain.)
3. Operational Environment
a. AOR. (Provide a visualization of the relevant geographic,
political, economic, social, demographic, historic, and cultural
factors in the AOR assigned to the CCDR.)
b. Area of Interest. (Describe the area of interest to the
commander, including the area of influence and adjacent areas
and extending into adversary territory. This area also includes
areas occupied by enemy forces that could jeopardize the
accomplishment of the mission.)
c. Adversary Forces. (Identify all states, groups, or
organizations expected to be hostile to, or that may threaten, US
and partner nation interests, and appraise their general
objectives, motivations, and capabilities. Provide the
information essential for a clear understanding of the magnitude
of the potential threat.)
d. Friendly Forces. (Identify all relevant friendly states, forces,
and organizations. These include assigned US forces, regional
allies, and anticipated multinational partners. Describe the
capabilities of the other instruments of power [diplomatic,
economic, and informational], US military supporting
commands, and other agencies that could have a direct and
significant influence on the operations in this AOR.)
e. Neutral Forces. (Identify all other relevant states, groups, or
organizations in the AOR and determine their general
objectives, motivations, and capabilities. Provide the
information essential for a clear understanding of their
motivations and how they may impact US and friendly
multinational operations.)
4. Assessment of the Major Strategic and Operational
Challenges
a. This is a continuous appreciation of the major challenges in

7. the AOR with which the CCDR may be tasked to deal.
b. These may include a wide range of challenges, from direct
military confrontation, peace operations, and security
cooperation (including building partner capacity and
capability), to providing response to atrocities, humanitarian
assistance, disaster relief, and stability activities.
J400 Reading A 5
Strategic Estimate
B-3
5. Potential Opportunities
a. This is an analysis of known or anticipated circumstances, as
well as emerging situations, that the CCMD may use as positive
leverage to improve the theater strategic situation and further
US or partner nation interests.
b. Each potential opportunity must be carefully appraised with
respect to existing strategic guidance and operational
limitations.
6. Assessment of Risks
Risk is the probability and consequence of loss linked to
hazards.
a. This assessment matches a list of the potential challenges
with anticipated capabilities in the OE.
b. Risks associated with each major challenge should be
analyzed separately and categorized according to significance or
likelihood (most dangerous or most likely).
c. The CCMD staff should develop a list of possible mitigation
measures to these risks.
For more information on risk assessment, refer to CJCSM
3105.01, Joint Risk Analysis.
J400 Reading A 6
F-1
APPENDIX F FLEXIBLE DETERRENT OPTIONS AND
FLEXIBLE RESPONSE OPTIONS
FDOs and FROs are executed on order and provide scalable
options to respond to a crisis. Commanders include FDOs and
FROs as part of their plans to provide adaptive military options

8. for SecDef or the President to deter or respond to a crisis. Both
provide the ability to scale up (escalate) or de-escalate based on
continuous assessment of an adversary’s actions and reaction.
While FDOs are primarily intended to prevent the crisis from
worsening and allow for de-escalation, FROs are generally
punitive in nature.
SECTION A. FLEXIBLE DETERRENT OPTIONS
1. General
a. FDOs are preplanned, deterrence-oriented actions tailored to
signal to and influence an adversary’s actions. They are
established to deter actions before or during a crisis. If
necessary, FDOs may be used to prepare for future operations,
recognizing they may well create a deterrent effect.
b. FDOs are developed for each instrument of national
power―diplomatic, informational, military, and economic―but
they are most effective when combined across the instruments
of national power. FDOs facilitate early strategic decision
making, rapid de-escalation, and crisis resolution by laying out
a wide range of interrelated response paths.
c. FDOs provide options for decision makers during emerging
crises to allow for gradual increase in pressure to avoid
unintentionally provoking full-scale combat and to enable them
to develop the situation and gain a better understanding of an
adversary’s capabilities and intentions. FDOs are elements of
contingency plans executed to increase deterrence in addition to
but outside the scope of the ongoing operations.
d. Examples of FDOs for each instrument of national power are
listed in Figures F-1 through F-4. Key objectives of FDOs are:
(1) Communicate the strength of US commitments to treaty
obligations and regional peace and stability.
(2) Confront the adversary with unacceptable costs for their
possible aggression.
(3) Isolate the adversary from regional neighbors and attempt to
split the adversary coalition.
(4) Rapidly improve the military balance of power in the AOR
without precipitating armed response from the adversary.

9. (5) Develop the situation without provoking the adversary to
better understand his capabilities and intentions.
For any military activity to succeed, military officials, should
be aware of different variable which influences the activity
procedure and condition. These factors are those components
inside an operational domain, either military or non-military,
which vacillate starting with one operational zone then onto the
next and influence the activity. The Sergeant major (SGM), who
is the military position, staff opening, and the Command
Sergeant Major (CSM) who is the senior counselor of the
leader, should know about different factors to accomplish the
ideal end. They should have the option to note vulnerabilities
and use them to foresee their.
In this manner in the dynamic procedure, they need to decide,
concoct plans, and furthermore direct activities under the
conveying degrees of vulnerability. During arranging, the group
must authorities must casing an operational domain, which will
draw out the ideal end state. The arranging group recovers this
condition in visual models appearing and depicting the
operational factors. These factors involve political, monetary,
social, Information, physical condition, military, and time.
Connections and the future objectives of applicable entertainers
for both the present state and the future operational situations.
In this manner, these factors are very basic for any future
SGM/CSM. The military variable in getting different reasonable
angles and even guide in picking the right operational
workmanship. This workmanship can be characterized as the
methodology by which the authorities create in utilizing the
military powers in any activity. These physical situations help
more in comprehension, picturing, and depiction of the
landscape and subsequently the vital craftsmanship to sue. Time
encourages ready to acquire the necessary conditions which,
when set up, produce the ideal end. It additionally helps in

10. mapping out how the sent powers would accomplish the ideal
result and the activities that they have to ttain the conditions.
Once more, these factors help in concocting significant assets
and different alleviation measures to handle the dangers to be
experienced. They additionally help in understanding the
present condition of the operational condition. Time is essential
as it decides how commandants use powers and capacities to
accomplish the ultimate objective.