Planning should set out what is to be delivered, the outputs and outcomes expected, and the limits that apply, and it should decide how the goals will be met, weighing alternative solutions, ways of delivering and implementation choices while the plan takes shape. Where it can, planning should involve the team, with members giving advice on their own tasks, and every estimate should be defensible. The plan should address benefits, scope and quality, people and other organizations, timing, cost, risk, assumptions and limits, links to other work, and time set aside for assurance and decisions, organized so that each work package and activity has one accountable owner and presented at a depth that suits each audience. Planning should continue across the life cycle, with greater detail for work due soon, and uncertainty may be expressed as ranges or confidence levels. The plan should be coherent, joined up and precise enough to provide baselines for needs, scope, quality, schedule, cost, people and risk. Baseline changes should be governed, progress measured against the approved baseline and reviewed often to support reporting, forecasts of later work built from progress, current assumptions and risk, and plans examined especially before major decision points such as gates.
The graph holds this control, the 0 it maps to, and the evidence behind each claim, over MCP and REST.