JFC 200 All Modules Quizzes Questions & Answers (1 -13) Updated latest Spring 2023. 1. JFC 200 Module 01: CCIR at t he Operational Level 2. JFC 200 Module 02: Gaining and Sharing Information and Knowledge 3. jfc 200 module 03 interorganizational coordination 4. JFC 200 Module 04: JTF Level Command Relationships and Joint Force Organizations (1 hr) 5. JFC 200 Module 05: Design and Planning (1.5 hrs) 6. JFC 200 Module 06: Operations in the Information Environment (1 hr) PRETEST 7. JFC 200 Module 07: Joint HQ O rganization, Staff Integration, and Battle Rhythm (1 hr) Pre -test 8. JFC 200 Module 08: Intelligence Operations at the Operational Level (2 hrs) 9. JFC 200 Module 09: Integration of Lethal and Nonlethal Actions (1 hr) PRETEST 10. JFC 200 Module 10: Joint Sustainment (1 hr) PRETEST 11. JFC 200 M ODULE 11: Assessment Pre Test 12. JFC 200 Module 12: Authorities Course (1 hr) PRETEST 13. JFC 200 Module 13: Forming a JTF HQ (1 hr) POST TEST CCIR at the Operational Level 1) What can operational commanders do to directly support the empowerment of subordinates to further enable agility and flexibility? all of the answers are correct shift the higher HQ's focus away from setting conditions develop detailed reporting requirements to maintain full real time situational awareness of everything occurring in the battlespace decentralize as appropriate both certain decision making authorities and associated CCIRs
2) Which of the following choices best summarizes the key insights relating to the development, approval, and dissemination of CCIRs? Commanders drive the development of CCIRs as planners help develop the CCIRs exclusively in the current operations event horizon. CCIRs will likely not include partner actions but may change as the mission changes. A process to periodically review CCIRs provides little benefit and thus is not required. Planners drive the development of CCIRs as commanders collaborate with partners to ensure the relevance of CCIRs. These CCIRs must be constantly monitored to ensure they transcend all three
event horizons and met higher-headquarters priorities. Commanders drive the development of CCIRs. Planners help develop CCIRs to support understanding and decision making across all three event horizons. CCIRs may likely include DIME partner actions
and change as the operating environment changes. CCIRs should be periodically reviewed and updated.
3) T o facilitate component and stakeholder attention and awareness to CCIRs, where should they be displayed? In the dining faculty, gymnasiums, and social media
outlets On the commander's dashboard, operations centers, and web portal On personal computers, removable media, and flash drives
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https://www.coursehero.com/file/78322315/POST-TEST-CCIR-at-the-Operational-Leveldocx/ On public bulletin boards, laundromats, and the AAFES/PX
4) What characteristics of the complex environment have affected the view of CCIRs? (Select all that apply.) information revolution globalizati
on interdependen
ce predictable adversaries
5) Commanders at most operational-level headquarters have observed that CCIRs are developed to support three major activities. One of these
major activities is "prioritization of limited resources." The other two are
_____. commander decision-making and branch planning well-defined decision points and non-lethal actions sequel planning and collection analysis commander decision-making and understanding the complex environment
6) What practice ensures significant events (SIGEVENTS) assist intelligence and assessment functions? all of the answers are correct once a SIGEVENT has been closed, it should be archived for record purposes such as trend analysis completed SIGEVENTS should be deleted to eliminate saturation of tracked events
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https://www.coursehero.com/file/78322315/POST-TEST-CCIR-at-the-Operational-Leveldocx/ POST TEST 1) Which of the following choices best summarizes the importance of knowledge management (KM) in the commander's decision-making process? Commanders at every level continue to emphasize the importance of controlling the information provided by all sources in order to achieve knowledge dominance. KM involves people, processes, and technology. It enables commander's decision-making, making it better and faster in a complex environment that includes many other players. It must be seamlessly woven into operations. Commanders understand the myriad of players and information flows that make up the complex operational environment and must therefore endeavor to precisely control all the information by leveraging its benefits. Commanders have a continuous reliance on the processes and technological solutions to gain situational understanding. This focus ensures leaders leverage the benefits of the technological solutions in order to arrive at a more comprehensive understanding of the environment.
2) Which of the following statements about the commander's perspectives is FALSE? Commanders can greatly assist their staff by sharing their unique perspectives. In order to gain situational understanding, commanders are emphasizing an increased reliance on processes and technological solutions, rather than people interaction. Commanders should instill a climate of seamless information sharing and push toward "co-creation" of context. Commanders should focus their units and staff through commander's critical information requirements (CCIR) that address both necessary decisions and information needs.
3) What benefit(s) can commanders derive from the myriad of players and information flows that make up the complex operational environment? Commanders at every level can gain situational awareness through
the many different compartmentalized processes and technologies This study source was downloaded by 100000771090614 from CourseHero.com on 12-22-2022 17:54:15 GMT -06:00
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