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The concept of being "Management-Ready" comes from a recognition that people are typically less managed than ever before. Although knowledge workers are largely empowered via self-management, One Task List depends on people offering visibility into their workload so that others know when, how, and whether to interrupt. This is what makes it possible to align efforts and optimize the efforts of busy people.
With TeamHeadquarters, this means that individuals need to ensure that their "My Tickets" list continually reflects what they plan to work on today. When tickets cannot realistically be addressed today, they are deferred by changing the Next Action Date. This sounds simple, but it means that any significant pieces of work that are assigned verbally or via email need to be transferred into tickets. A distinction: the My Tickets list becomes a 'Do-ing' list of what you're actually doing today and is not to be confused with a typical 'To-Do' list (i.e. what you wish to do today, or are supposed to do today, or are trying not to forget to do at some point in time).
For managers and project managers, this involves maintaining all task, ticket, and project information in terms of status, projected start/end dates, % complete, hours to complete, etc. When senior decision-makers have visibility into current information, it is possible to plan future directions amongst multiple initiatives. When actuals are not maintained, forecasts and planning become useless and management has no choice but to interrupt the work. One of the interesting fallouts of being Management-Ready is that people and projects get 'managed' less.
