Management team - Praxis Framework

The management team node represents a functional team or department within a business that carries out a BAU function. It has a business plan responding to objectives and targets with internal projects and continuous workstreams. Results are typically measured using key performance indicators (KPIs).

Aside from operational responsibilities, management teams provide support for cross-functional entities such as portfolios, programmes, projects and products. Their involvement may take many forms including sponsorship, change management, benefit realisation and provision of budget and/or resources.

The management team agenda will make and review resource allocations, balance priorities, and consider issues and risks within its sphere of responsibility.

Depending on the size of the management team, there may be subsidiary teams. This agenda will be broken down accordingly. Outputs are primarily risk and issue updates, actions and decisions (for example escalations to Main Board, portfolio, product or finance groups).

Inputs	Agenda	Outputs
MI that covers regular performance, forecasts and ad hoc inputs. OTC priorities. Delegated outcomes, key results and benefit targets. Performance and achievements in implementation of change and benefit realisation. Specific escalations and exceptions. Resource allocations: actual performance, forecast demand future availability. Cost performance. New and ongoing OTIGs relevant to the management team. Progress on actions and decisions.	Resource Management, e.g. Review and decide allocations (past, current and future) to enable the team to service competing needs (services product, projects, programmes). Address escalations from existing commitments and escalate where necessary. Allocate resources according to priorities. Benefit Management, e.g. Review progress and forecasts. Support and enable objective and target accomplishment throughout the business. Implement actions to achieve benefit targets.	Actions, decisions and risks assigned to owners with priorities. Escalations to Finance and Main Board where resource demands and benefit expectations cannot be met. Communications to Portfolio, Programme, other Management Teams, Commercial and Finance, Business Support, Sponsors, project team, suppliers and partner workstreams.

Inputs

Agenda

Outputs

MI that covers regular performance, forecasts and ad hoc inputs.

OTC priorities.

Delegated outcomes, key results and benefit targets.

Performance and achievements in implementation of change and benefit realisation.

Specific escalations and exceptions.

Resource allocations: actual performance, forecast demand future availability.

Cost performance.

New and ongoing OTIGs relevant to the management team.

Progress on actions and decisions.

Resource Management, e.g.

Review and decide allocations (past, current and future) to enable the team to service competing needs (services product, projects, programmes).
Address escalations from existing commitments and escalate where necessary.
Allocate resources according to priorities.

Benefit Management, e.g.

Review progress and forecasts.
Support and enable objective and target accomplishment throughout the business.
Implement actions to achieve benefit targets.

Actions, decisions and risks assigned to owners with priorities.

Escalations to Finance and Main Board where resource demands and benefit expectations cannot be met.

Communications to Portfolio, Programme, other Management Teams, Commercial and Finance, Business Support, Sponsors, project team, suppliers and partner workstreams.

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