Collective Competences are studied as much by the field of strategic management as it is by the field of people management. This paper features a research about the creation of competences within the collective aspect based on told perspectives reported by team managers that apply organizational routines, specifically budgetary ones. A phenomenographic research was done from September 11th, 2014 until November 16th, 2014 based on semi structured interviews with managers from 17 organizations, 15 of which in Rio de Janeiro and the remaining 2, via Skype, with active professionals in São Paulo. The analysis on the variation of managers experiences with their respective teams, in the same budgetary routine context, resulted in the identification of collective competences described in a results section composed by the describing categories: Commitment to Delivery, Routine Reconfiguration, Harmonization of the Team, Collaboration with the Team s Learning and Networking Construction. These categories were organized according to seven explanatory dimensions: Performative Routines, Ostensive Routines, Nature of Relations, Autonomy, Scope of Action, Activities Agenda and Tools (artifacts). These categories emerged from reports based on an ascending degree of coverage and were related to the way in which the interviewees perceived compliance of foreseen demands in the company s budgetary process. The results show that members of teams seek being apt to adapt to situations and there is an evolution in the group s perspective regarding the organization s perspective as they perform given autonomy by their managers.