Knowing the setting of the plan and what it is meant to achieve is the starting point for deciding which risks and opportunities to address. The setting can include: management plans or processes already in place that will support the plan, whether or not they belong to an established system; internal factors that may affect the ability to reach the intended results, for instance limited resources, the way the plan will reach its users, and work spread over several sites; external factors bearing on the case, such as legal and regulatory requirements and competition and market conditions; the parts of the organization's internal and external issues that relate to the case, for instance quality and market objectives; and what relevant interested parties such as customers, employees and external providers need and expect. External factors may arise from law, technology, competition, markets, culture, society, the environment or the economy, at any geographic level; internal factors may concern values, culture, knowledge and performance. Risks should be identified and handled so there is confidence the intended results will be reached and unwanted effects avoided or reduced. Improvement opportunities deserve consideration, for instance meeting what customers expect or raising effectiveness and efficiency, and innovation can also matter, for instance where a draft plan forms part of a tender. Once the setting is clear, the plan's scope and objectives, its format and its level of detail can be decided.
The graph holds this control, the 0 it maps to, and the evidence behind each claim, over MCP and REST.