The process rests on objectives formed by collecting information and sharing it proactively so that the situation can be assessed and contingencies identified. As part of preparedness and response the organization should plan, taking account of safety, incident management objectives, information on the situation, monitoring and assessment, a planning function that produces an incident action plan (spoken or written, covering goals and objectives, strategies and tactics, safety, communications and how resources are managed), allocating, tracking and releasing resources, communications, relations with other organizations and the common operational picture, demobilization (resources go back to what they were doing and the state they were in) and termination (responsibilities are formally handed over), and guidance on documentation; share its decisions with the other organizations; use the process for incidents of any size and at every level of responsibility; and run it as a continuous cycle of observing; gathering, processing and sharing information; assessing the situation and forecasting; planning; deciding and communicating decisions; carrying decisions out; and collecting feedback and applying control measures, a cycle that involves the whole incident command team rather than the incident commander alone.
The graph holds this control, the 0 it maps to, and the evidence behind each claim, over MCP and REST.