Programme business cases are evaluated and ranked against what the investment portfolio mix requires and against the road map and strategic plan for I&T; decisions are taken on investment proposals, funds are allocated and programmes launched. Opportunities are identified and sorted by portfolio category, with expected outcomes, the initiatives needed, costs, dependencies and risk. Each business case is examined in depth for strategic fit, benefit to the enterprise, risk and whether resources are available, and the effect of adding a programme on the portfolio as a whole is assessed. Candidates either enter the active portfolio, are held back, or receive seed funding so their case can be made firmer. Milestones spanning each programme's full economic life cycle are set, with funding allocated and reserved milestone by milestone. Procedures carry the cost, benefit and risk aspects of the portfolio into budget prioritisation, cost management and benefit management.
The graph holds this control, the 0 it maps to, and the evidence behind each claim, over MCP and REST.