Structure of a Specific Management Framework

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A management framework is specific when it is designed for use in one organization; or if it crosses boundaries of several, then only in those organizations. It cannot be moved to a different organization, and work without substantial changes.

I wrote in a different text that a management framework identifies an opportunity or problem in the coordination of people within a single, or across organizations, and proposes (i) how to think about that opportunity/problem, (ii) how to identify its instances, and (iii) what to do – how to change the organization – in order to address it.

A specific management framework includes the following.

  • Objectives to achieve through the use of the framework;
  • Measures to describe progress to objectives;
  • Responsibilities (if complex, then they become standalone roles), through which individuals or groups get to be accountable for the achievement of objectives;
  • Processes that describe how to progress towards objectives (read more here on what goes into processes);
  • Guidelines on how to decide and act in processes, especially when there are complicated actions and decisions to take (those where inputs are not easy to find, make, or buy, and the production of outputs is not through clear cut steps with certain outcomes);
  • Rules, that is, mandatory guidelines, those which must be satisfied when progressing to objectives;
  • Tools, or anything that can be made up front (concepts, templates, software, hardware, etc.), and can be used when executing processes, with the aim of ensuring best practices are promoted, that there is consistency and coherence in how processes are executed, risks are managed, and uncertainty to target outcomes is reduced;
  • Terminology, which defines the ideas and things that matter to the framework, i.e., which are mentioned in objectives, measures, and other components of the framework, and which have a definition local to the framework.