The project organization should review the schedule regularly as the project management plan specifies, setting review timing and data-collection frequency so project activities, processes and related information stay under adequate control. Progress should be analysed for trends and for risks and opportunities in the remaining work (clause 7.7), and current schedules used in progress evaluations and meetings. Departures from schedule should be found and analysed, and acted on where significant. Root causes of favourable and unfavourable variances should be found; action should keep unfavourable variances from affecting the objectives; and the causes of both kinds should supply data for continual improvement (clause 8). The possible effect of schedule changes on budget, resources and product or service quality should be established. Actions should be decided only on facts after weighing their effects on other processes and objectives, and changes affecting the objectives agreed before they are made with the customer and the other relevant stakeholders. Where variances call for action, the people involved and their roles should be named, and schedule revisions coordinated with other processes when the plan for remaining work is developed. Outside inputs, such as those the customer is expected to supply, should be watched. The customer and the other stakeholders should be told of proposed schedule changes and involved in decisions that affect them.
The graph holds this control, the 0 it maps to, and the evidence behind each claim, over MCP and REST.