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4. Running the MPC

Intent

This section defines how the MPCC commands and controls the planning effort after the MPC Kick-Off.

4.1. Command and Control of the MPC​

Purpose

Establish how authority, reporting, and planning discipline are maintained throughout the planning window.

  • The MPCC retains decision authority over:
    • MPO/MPT modification
    • Planning priorities
    • Task reallocation
    • Scope changes
    • Timeline adjustments
    • Integration arbitration between LOEs
  • LOE Leads are accountable for:
    • Completion of assigned MPTs
    • Quality of planning outputs
    • Cross-LOE coordination
    • Identifying friction early
  • No MPT is modified, expanded, or abandoned without MPCC approval.
  • Planning discussions must produce an output, decision, or action item.

4.2. Scope Control​

Purpose

Prevent uncontrolled expansion of planning effort beyond directed mission boundaries.

  • All planning must tie directly to:
    • A defined MPO
    • A supported Essential Task
    • A defined Tactical Problem
  • Any proposed addition must answer:
    • What MPO does this support?
    • What problem does this solve?
    • What risk is reduced?
  • After GICL, changes require explicit MPCC approval.

4.3. Friction Resolution​

Purpose

Define how planning obstacles are surfaced and resolved without degrading timeline discipline.

When friction is identified:

  1. Clarify whether it is:
    • Information gap
    • Authority issue
    • Technical limitation
    • Timeline conflict
    • Resource constraint
  2. Assign:
    • Responsible owner
    • Required coordination
    • Suspense
  3. Determine:
    • Does this require MPO adjustment?
    • Does this create contingency requirements?

NOTE: If friction cannot be resolved within one HGI cycle, it is elevated to MPCC decision.

4.4. RFI / FFIR Management​

Purpose

Ensure critical information gaps are aggressively identified, submitted, tracked, and resolved so the plan is based on facts — not assumptions.

4.4.1. RFI / FFIR Discipline​

  • Every critical Assumption must generate:
    • An RFI/FFIR, or
    • A deliberate decision to treat it as an assumption with contingency
  • Every RFI/FFIR must have:
    • A single owner
    • A suspense
    • A supported LOE/MPT
    • A defined decision impact
  • No RFI is considered closed until:
    • An answer is received, and
    • The plan is updated (or contingency defined)

NOTE: "Waiting on Intel" is a risk condition, not a plan.

4.4.2. Tracking Requirements​

All RFIs/FFIRs must be tracked in a visible, centralized tracker.

Minimum required elements:

  • ID
  • Question
  • Owner
  • Recipient
  • Date submitted
  • Suspense
  • Status (OPEN / PENDING / ANSWERED / CLOSED)
  • Supported LOE / MPT
  • Decision impact

4.4.3. Cutoff Discipline​

After the defined planning cutoff:

  • Late RFIs do not change the plan unless they change risk
  • Unanswered RFIs become:
    • Explicit assumptions
    • Tied to contingencies
    • Captured in execution triggers

NOTE: If an answer is required for safe execution, execution pauses until resolved or risk is accepted by authority.

4.5. HGI (How Goes It) Discipline​

Purpose

The HGI is the primary control mechanism used by the MPCC to monitor progress, enforce alignment, and prevent drift.

4.5.1. HGI Structure​

Each LOE Lead reports using the following format:

  • Supported MPO(s)
  • MPTs in progress
  • Expected completion date/time (if not on timeline)
  • Tangible outputs produced since last HGI
  • Cross-LOE dependencies
  • Friction / blockers
  • Assessment (Green / Amber / Red)

4.5.2. MPO Status Assessment​

  • Green
    • MPTs progressing on timeline
    • Outputs meet expected standard
  • Amber
    • Minor friction or dependency delays
    • Mitigation identified
  • Red
    • Critical dependency unresolved
    • Output not executable
    • Timeline risk present

NOTE: The MPCC adjudicates final status.

4.5.3. HGI Enforcement Rules​

  • No new planning scope introduced during HGI
  • Side discussions deferred or assigned offline
  • Unclear answers result in directed follow-up tasks
  • Repeated ambiguity triggers MPCC intervention
  • If cross-LOE friction is unresolved, the MPCC assigns a resolution lead and suspense

NOTE: HGI is not brainstorming. It is accountability.

4.6. Integration Discipline​

Purpose

Ensure LOE outputs converge into a unified, executable TMP rather than parallel, disconnected products.

  • Integration is continuous throughout planning
    • The ROC Drill validates integration
  • Each LOE must:
    • Deliver outputs in a common format
    • Identify upstream inputs required
    • Identify downstream consumers of their outputs
  • Cross-LOE dependencies must be tracked visibly.
  • The designated Integrator (if assigned) ensures:
    • No contradictory assumptions
    • No duplicate planning effort
    • Consistent terminology
    • Aligned phasing and sequencing

4.7. Planning Reset Conditions​

Purpose

Define when the planning construct must be adjusted to prevent cascading failure.

The MPCC may reset planning if:

  • MPO alignment is lost
  • Tactical problem changes materially
  • Authorities change
  • Critical assumption fails
  • Timeline compression requires scope reduction
  • Risk exceeds previously accepted ALR

A reset requires:

  • Re-brief of affected MPOs
  • Reallocation of MPTs if necessary
  • Timeline adjustment
  • Confirmation of shared understanding

4.8. Daily Close-Out Discipline​

Purpose

Ensure each planning day ends with alignment and clear direction.

Before end of day:

  • Each LOE states:
    • Completed MPTs
    • Next MPTs
    • Known blockers
  • Timeline impact assessed
  • Updated MPO status recorded
  • Next HGI confirmed
  • Open issues captured with owner and suspense
  • No LOE departs without a clearly defined next action