Governance here is mostly client-only, a subset of corporate governance, sometimes with a provider as consultant; the strategy should address value from outsourcing models aligned with business strategy while mitigating risk for investors. A committee such as a strategic outsourcing committee reporting to leadership should oversee the whole phase, ensuring every process is thorough, diligent and compliant with its terms of reference, that all sourcing options are pursued rigorously, stakeholders consulted, the business case sound and sourcing investments protected. It receives the contract evaluation from deliver value (9.12), evaluates the updated business case against continuation criteria based on business case results, satisfaction levels and strategy, and if met lets renewal proceed through phase 2; otherwise it advises whether to renegotiate or redirect the contract, seek a new provider, or give up outsourcing and bring the processes back in-house.
The graph holds this control, the 0 it maps to, and the evidence behind each claim, over MCP and REST.