The governing body directs value management principles and practices so that I&T-enabled investments deliver the best possible value over their full economic life cycle. It defines and communicates the types and categories of portfolio and investment, with criteria and their relative weights, so that investments can be scored for relative value. It sets out when stage-gates and other reviews are needed, based on how significant the investment is, its risk, schedule and funding, and whether key capabilities and benefits are being delivered. It directs management to look at innovative uses of I&T. It directs changes to who is accountable for running the portfolio and delivering value. It realigns the portfolio with present and expected objectives and constraints. It recommends innovations, organisational changes and operational improvements that would increase value. And it defines and communicates goals and outcome measures for value delivery at enterprise level so that monitoring has something to work with.
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.