Management.Reference:2 - Constituent fields and their contributions
The Suite connects the following twelve DPFs. Each develops knowledge and reusable practices for a particular management subject. The entry patterns below show how their results participate in the larger work; they are selected entries, not a required sequence.
| Constituent field | Its own question and useful entry | Connection to the management whole |
|---|---|---|
| Strategy (STR) — STR | Which contribution and direction are worth pursuing, and which commitments remain defensible? STR.8, STR.11 and STR.16 connect capability, choices and a feasible portfolio. | Direction selects the work worth supporting. Operating, financial and participation conditions can defeat an attractive portfolio or change its scope. |
| Operations Management (OPS) — OPS | What can ongoing work admit, continue and deliver under actual demand and capacity? OPS.10, OPS.13 and OPS.22 qualify capability, agree service and interpret performance. | Its capacity and service results constrain promises; actual delivery and unresolved obligations return to the responsible management decision. |
| Organization Administration (ADM) — ADM | Which institutional condition must a participant actually receive, and under which rules? ADM.8, ADM.9 and ADM.11 connect permission, usable provision and providers. | A selected undertaking needs effective access, payments and other enabling services at the required time. A record of provision can be insufficient for the participant’s work. |
| Corporate Governance (CGOV) — CGOV | Which corporate powers, rights and duties govern the act? CGOV.3, CGOV.11 and CGOV.13 connect authority, decision and accountable response. | Corporate undertakings need acts made by eligible participants under applicable rules. This is the corporate branch; a voluntary community uses its own mandate. |
| Management Accounting (MA) — MA | How do work, resources, money and performance accounts relate for this use? MA.1, MA.4 and MA.9 construct, reconcile and examine the use of those accounts. | Resource and cost relationships connect operating plans to financial choices. Their observed use can reveal incentives or displaced burdens that require a different management response. |
| Corporate Finance (FIN) — FIN | Which investments, funding, liquidity and exposures can the corporation support? FIN.2, FIN.9 and FIN.16 supply a dated funding account, an allocation comparison and a financial return to decision. | Value and funding conditions constrain corporate commitments. The same money, dates and outstanding obligations must survive the joins to strategy and operations. |
| Marketing (MKT) — MKT | Which customer result and offer are useful, obtainable and commercially continuable? MKT.1, MKT.11 and MKT.14 connect customer differences, promises and programmes. | Customer evidence can change direction; provider capability and terms limit the offer; actual customer use can reopen the promise or commercial model. |
| Customization and Productization Management (CUST) — CUST | Which client differences fit an existing offering, need a local answer or a changed family, or should be declined? CUST.1 connects client work, repeatable offerings and continuing obligations; CUST.3 constructs an offering family and CUST.8 changes it while existing obligations continue. | Local application can change the general offering, its permitted variations and its provision. Those changes constrain promises, operating capacity and the burden of maintaining the offering. |
| Engineering Asset Management (EAM) — EAM | What value should be obtained through engineered assets over time? EAM.10, EAM.11 and EAM.12 connect portfolio choices, intervention timing and qualified specialist results. | Asset options compete for funding and operational availability. Service need and technical evidence constrain the management choice; engineering and maintenance supply their own results. |
| Leadership (LDR) — LDR | How can the needed joint contributions be obtained, agreed and carried into work? LDR.1, LDR.2 and LDR.4 connect capable help, feasible agreement and a proposal’s passage to decision and first use. | A proposal becomes usable through actual contributions and legitimate decisions. A title or an attractive plan leaves that work unanswered. |
| Community Management (CB) — CB | How can useful participation, relationships and common contributions be arranged and sustained? CB.7, CB.9 and CB.13 connect organising, provision and shared mandates. | Community purposes and voluntary terms constrain commitments and support. Participants’ experience can require changes in the offer, burden, representation or continuation. |
| Organization Change Engineering (OCE) — OCE | Which organizational relations and capability need deliberate construction or change? OCE.3, OCE.4 and OCE.9 connect concepts, contribution architecture and realization. | Specialization, information, decision rights, participation and support determine which commitments can be met. Their consequences can reopen the arrangement or the commitment. |
Corporate Governance and Corporate Finance retain their corporate subject and institutional prerequisites. Other undertakings use the applicable financial and governing practices for their setting. Membership of the Suite does not make every constituent necessary in every case.
Community Management includes valued relationships, mutual help and enjoyable shared activity. Commercial return is only one possible concern. Independent people carrying a practice need not form a managed community or delegate any common authority. Use CB for an actual participation or common-work question; the wider cultural question belongs to FPF C.36.RP.