Project performance is measured against key criteria such as cost, schedule, risk and quality; deviations are identified and their effect on the project and the wider programme assessed, results are reported to key stakeholders and remedial action is recommended: a criteria set covering scope, the business benefit expected, cost, schedule, quality and risk level is set up and used; progress and deviations are reported to key stakeholders, together with the possible effect on the programme and its value case; needed changes are documented and sent for approval before they are adopted, and revised criteria are communicated; the deliverables of every iteration, release or phase are approved and signed off by designated managers and users from the business and IT functions concerned, using acceptance criteria agreed before work begins; the project is assessed at agreed stage gates, releases or iterations, where formal go or no-go decisions are made on predetermined critical success criteria; a change control system makes sure that every change to the baseline (scope, benefits, schedule, quality, cost, risk) is reviewed, approved and built into the integrated plan; performance is measured against the criteria, and deviations are analysed for cause and effect; changes, and the criteria themselves, are reviewed to confirm they remain valid; and remedial action is recommended and followed up under the project governance framework.
The graph holds this control, the 0 it maps to, and the evidence behind each claim, over MCP and REST.