Building on what is known of the enterprise's context and direction, the I&T products and services it should aim for, and the capabilities they call for, are set out, drawing on reference standards, good practice and emerging technologies that have been validated. Context and direction are summarised and the parts of enterprise strategy that bear on I&T are pinpointed (digitising processes, adopting new technology, keeping legacy architecture running, new operating models). Objectives and goals for I&T are stated at a high level, with how each serves enterprise objectives. The I&T services and products needed are specified in detail, taking into account validated innovation ideas, reference standards, what competitors can do, benchmarks and emerging technology. Finally the capabilities, methodologies and organisational approaches that will deliver the portfolio are decided, development methodologies such as agile, scrum and waterfall among them, together with the governance and management practices that go with them.
This control maps to 1 controls across 1 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 1 it maps to, and the evidence behind each claim, over MCP and REST.