JP 3-0, page 49

The Art of Joint Command II-9 f. Freedom of Action. The JFC must maintain freedom of action throughout the operation. Of necessity, freedom of action must extend beyond the JFC’s operational area. For example, operational reach—the distance and duration across which a joint force can successfully employ military capabilities—can extend far beyond the limits of a JFC’s JOA and is inextricably tied to lines of operation (LOOs). So the joint force must protect LOOs to ensure freedom of action. Likewise, the C2 and intelligence functions depend on operations within cyberspace. Losing the capability to operate effectively in cyberspace can greatly diminish the JFC’s freedom of action. While various actions (such as computer network defense [CND] and the consideration of branches to current operations) contribute individually to freedom of action, operational design and joint operation planning are the processes that coherently link these actions. Thus the JFC and staff must consider freedom of action from the outset of operational design and must be alert to indicators during operations that freedom of action is in jeopardy. For more information on JOPP, refer to JP 5-0, Joint Operation Planning. For more information on fires and joint fire support planning, refer to JP 3-09, Joint Fire Support, and JP 3-60, Joint Targeting. For more information on intelligence support and planning, refer to JP 2-0, Joint Intelligence, and other intelligence series publications. For more information on logistic planning, refer to JP 4-0, Joint Logistics, and other logistics series publications. 6. Assessment a. Assessment is a process that evaluates changes in the environment and measures progress of the joint force toward mission accomplishment. Commanders continuously assess the operational environment and the progress of operations, compare them to their initial visualization, understanding, and intent, and adjust operations based on this analysis. Staffs monitor key factors that can influence operations and provide the commander timely information needed for decisions. The CCIR process is linked to the assessment process by the commander’s need for timely information to support decision making. Commanders devise ways to continually update their understanding of the operational environment and assess their progress toward achieving assigned objectives without mistaking activity for progress. b. Assessment begins during mission analysis when the commander and staff consider what to measure and how to measure it to determine progress toward accomplishing tasks, creating conditions, or achieving objectives. During planning and preparing for an operation, for example, the staff assesses the joint force’s ability to execute the plan based on available resources and changing conditions in the operational environment. During the early mission analysis process, the commander and staff begin to devise indicators of progress that will be incorporated in the plan or order and used during execution. Certain assessment indicators act as triggers during the operation to help the commander determine the necessity to revise the original design approach. c. During execution, the commander’s staff identifies those key assessment indicators that suggest progress or setbacks in accomplishing tasks, creating effects, and achieving