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It was the intention of the Frontline Management Initiative (FMI) that the development of skilled managers would be a critical lever in changing organisational cultures and business performance. The initiative was not designed just to deliver the type of quick popularist skills fix so characterised by Mike Moore and the 'other' Frontline, but as a catalyst in a casual chain of performance improvement. This evaluation project seeks to identify to what extent the intended impact of the initiative has been realised. The research has been framed to explore the relationship between the original policy text and the realities of diverse practice. To what extent has a program based upon defined competencies been able to provide a flexible learning platform legitimising workplace learning and knowledge creation? This paper explores the construction of the research framework to evaluate this vocational training initiative, which is significant for three reasons. First, because the initiative targets 100 000 frontline managers. Second, because it is part of a wider strategy aimed at improving the performance of Australian business. Third, because it is one of the first major initiatives [to use] a competence based approach in the complex area of management development. Fourth, because it is the first of the open market training packages using a second generation competence based approach to workplace training.