Because the project is made up of processes, their closure deserves special care. How processes and the project will be closed should be settled at initiation and written into the project management plan, drawing on experience from closing earlier processes and projects (see clause 8), though unforeseen events may force the project to close earlier or later than planned. Throughout the life cycle, finished processes should be closed as planned, and on closure all documented information should be gathered, circulated inside the project and, as appropriate, to the originating organization, and kept for a set period. Whatever the reason for closing the project, its performance should be reviewed in full, drawing on every relevant piece of documented information, progress evaluation results and stakeholder inputs among them, with special weight on feedback from the customer and the other stakeholders, measurable where possible. Reports should follow from that review, highlighting experience useful to other projects and to continual improvement (clause 8.3). At closure the customer should formally receive the product or service of the project, and the project is not closed until the customer formally accepts it. Interested parties should be told that the project has closed.
The graph holds this control, the 0 it maps to, and the evidence behind each claim, over MCP and REST.