The enterprise sets up the internal and extended organisational structures, such as committees, that its management system design calls for, so decisions are taken effectively and efficiently and draw on the technology and information knowledge required. It identifies the decisions needed to reach enterprise outcomes, deliver the I&T strategy, and manage and run I&T services, and it involves the stakeholders critical to each decision (accountable, responsible, consulted, informed). In line with governance direction it defines, for every I&T-related function, its scope, focus, mandate and responsibilities, and it defines the internal and external functions, roles, capabilities and decision rights needed to cover every practice, including practices third parties carry out. The I&T organisation is aligned with the organisational models of the enterprise architecture. An I&T steering committee made up of executive management, business management and I&T management tracks projects, settles conflicts over resources and monitors service levels. Every structure has guidelines covering its mandate, objectives, attendees, timing, tracking and oversight, and the inputs and outcomes expected of it. How adequate and effective the structures are is checked regularly.
This control maps to 2 controls across 2 other frameworks. If you already hold one of them, the evidence you collected for it is the starting point here rather than new work.
Every mapping shown was judged rather than inferred from wording similarity, and the ones that failed review are published too. See the coverage reports and what was rejected.
The graph holds this control, the 2 it maps to, and the evidence behind each claim, over MCP and REST.