Before any money is spent, a cost control system and its processes should be set up, documented and made known to those who authorize work or expenditure. Review timing, and how often data are collected and forecasts made, should be set so that activities and related information stay under adequate control. The project organization should confirm that the remaining work can be completed within the remaining budget. Departures from budget should be identified and, beyond defined limits, analysed and acted on. Cost trends should be analysed with techniques such as earned value analysis, and the plan for remaining work reviewed for uncertainty. Root causes of favourable and unfavourable budget variances should be found; action should keep unfavourable variances from affecting the objectives; and the causes of both should supply data for continual improvement (clause 8). Actions should be decided only on facts after weighing their effects on other processes and objectives. Changes in project cost should be properly approved and authorized before money is spent, and revised budget forecasts coordinated with other processes when the plan for remaining work is developed. The information needed to release funds on time should be made available and fed to resource control. The project organization should review costs regularly as the project management plan sets out, taking account of any other financial reviews such as external reviews by relevant stakeholders.
The graph holds this control, the 0 it maps to, and the evidence behind each claim, over MCP and REST.