Starting a programme confirms the benefits it should bring and secures permission to go ahead: sponsorship is agreed, the mandate is confirmed once the conceptual business case is approved, board and team members are named, and formal sign-off is obtained. A board or committee is formed from people who have a strategic stake, carry responsibility for the investment decision, will be significantly affected, or bring capabilities the programme needs; a manager with the competence to run it is dedicated to it; sponsors and stakeholders confirm the mandate, which sets out strategic objectives, delivery strategies, expected improvements and benefits and how these support enterprise strategy; all key stakeholders help build a detailed business case recording the intended outcomes and their measures, the complete scope of initiatives, and the risks and how they are treated; a benefits realisation plan makes sure every planned benefit has an owner and is delivered, kept and optimised; and the conceptual business case equips the decision maker with the purpose, contribution, expected value, timescales, resources and risk.
The graph holds this control, the 0 it maps to, and the evidence behind each claim, over MCP and REST.