The programme is set up for success by formalising its scope of work and the deliverables that meet its goals and create value, and its plan is kept up to date for the whole economic life of the programme: funding, cost, schedule and the interdependencies between its projects are specified; the plan spans every project and everything the enterprise must change (its purpose, mission, vision and values, its culture, what it offers, structures, processes, skills, technology and information), supported by a change management plan; projects and the programme share plans and progress so a change in one plan shows up in the others; the plan remains current and in line with strategic objectives, real progress and any material shift in outcomes, benefits, costs or risk, and significant change triggers an update of the business case; both the business case and the register of benefits are maintained throughout; and the budget covers all costs over the economic life cycle along with both financial and non-financial benefits.
The graph holds this control, the 0 it maps to, and the evidence behind each claim, over MCP and REST.