Progress evaluations should take in every project process and give a chance to judge how far the project objectives are being achieved; their outputs can feed future management reviews with important performance information. (a) Uses: judging whether the project management plan is adequate for the objectives and whether work done follows it; judging how well the project processes are linked and kept in step; identifying and weighing activities and results that could help or hinder achievement of the objectives; gathering inputs for the work still to do; aiding communication; and driving process improvement by spotting deviations and shifts in risks and opportunities. (b) Planning should cover: an overall schedule of evaluations for the project management plan; who manages each evaluation; for each one, its purpose, the processes and outputs involved and the assessment requirements; which people take part, such as those responsible for the processes and other stakeholders; making sure staff from the processes under evaluation are available to answer questions; and making sure the relevant information, such as the project management plan, is ready. (c) Evaluators should: understand what the evaluated processes are for and how they affect the project quality management system; look at the inputs and outputs of the processes concerned; check the criteria used for monitoring and measurement; decide whether the processes are effective; look for possible gains in process efficiency; and produce reports or other outputs with the results. (d) Afterwards: the outputs should be compared with the project objectives to decide whether performance against plan is acceptable, and responsibility for the resulting actions should be assigned. The outputs can also give the originating organization information for continually improving the effectiveness and efficiency of project management processes.
The graph holds this control, the 0 it maps to, and the evidence behind each claim, over MCP and REST.