The project team should consider internal factors such as strategy, technology, maturity, resource availability, culture and structure, and external factors such as socio-economic, geographic, political, regulatory, technological and ecological conditions; these factors should inform tailoring, the business case, feasibility work, transition planning and the way the project is directed, planned, monitored, controlled and closed. When the organization scans for opportunities and threats, it should take potential outputs and outcomes into account, and value should be judged by whether project benefits outweigh the resources invested. Each party to a project contract should protect its own organizational interests and hold a justification for taking part, and the parties should agree how governance works across the contract boundary, how the project team is structured, who is involved and which life cycle working practices apply. Outputs and outcomes should be delivered within documented constraints such as time, funding, budget, resources, health and safety, security, acceptable risk, social and environmental impact, legal requirements and quality standards; their interactions should be understood, balanced and reviewed periodically, with priorities agreed among key decision-makers. When a project sits inside a programme or portfolio, its goals and governance should fit the higher-level structure, including reporting and decision-making arrangements.
The graph holds this control, the 0 it maps to, and the evidence behind each claim, over MCP and REST.