Succession Planning
Succession Planning In An International Context
Submitted in Partial Fulfillment of the Degree of PhD in International Business and Program Management
by
Kelly Eugene Higgins, PgMP UD17818BIN25641
14 September, 2013
Kelly Eugene Higgins I.D.: UD17818BIN25641 Atlantic International University, Honolulu, HI 14 September 2013
Table of Contents
1. Reflection ................................................................................................................ 1 2. The Tall Order ......................................................................................................... 3 3. Consider the Customer ........................................................................................... 5 4. Develop a Plan for Transition ................................................................................ 12 5. Turnover ............................................................................................................... 16 6. Follow-Up .............................................................................................................. 19 7. References ........................................................................................................... 20
Kelly Eugene Higgins I.D.: UD17818BIN25641 Atlantic International University, Honolulu, HI 14 September 2013
SUCCESSION PLANNING IN AN INTERNATIONAL CONTEXT Part 1 Reflection Development of new capabilities within any business will necessarily require the performance of a series of tasks and sub-tasks commonly known as a project. Particularly extensive capabilities expansions or changes may necessitate a Program, though the distinction is minimal as Programs are merely a group of two, or more, Projects overseen together to produce benefits which would not be available if they were run as separate projects. I observed some rather unique and challenging situations while I was overseeing military base reconstruction projects in Iraq from 2004 to 2008
Submitted in Partial Fulfillment of the Degree of PhD in International Business and Program Management
by
Kelly Eugene Higgins, PgMP UD17818BIN25641
14 September, 2013
Kelly Eugene Higgins I.D.: UD17818BIN25641 Atlantic International University, Honolulu, HI 14 September 2013
Table of Contents
1. Reflection ................................................................................................................ 1 2. The Tall Order ......................................................................................................... 3 3. Consider the Customer ........................................................................................... 5 4. Develop a Plan for Transition ................................................................................ 12 5. Turnover ............................................................................................................... 16 6. Follow-Up .............................................................................................................. 19 7. References ........................................................................................................... 20
Kelly Eugene Higgins I.D.: UD17818BIN25641 Atlantic International University, Honolulu, HI 14 September 2013
SUCCESSION PLANNING IN AN INTERNATIONAL CONTEXT Part 1 Reflection Development of new capabilities within any business will necessarily require the performance of a series of tasks and sub-tasks commonly known as a project. Particularly extensive capabilities expansions or changes may necessitate a Program, though the distinction is minimal as Programs are merely a group of two, or more, Projects overseen together to produce benefits which would not be available if they were run as separate projects. I observed some rather unique and challenging situations while I was overseeing military base reconstruction projects in Iraq from 2004 to 2008
References: Anbari, F. T., Kwak, Y., & Carayannis, E. G. (2005). The Story of Managing Projects : An Interdisciplinary Approach. Westport, Conn: Praeger Publishers. Baca, C. (2005). Project Manager 's Spotlight on Change Management. San Francisco, Calif: Harbor Light Press Bacon, C. R. (2008). Practical Portfolio Performance : Measurement and Attribution. Chichester, England: Wiley Chinowsky, Paul S. (2008). Journal of management in engineering. 24, no. 3, (2008): 187 American Society of Civil Engineers, Engineering Management Division Cohen, D., Darrough, M. N., Huang, R., & Zach, T. (2011). Warranty Reserve: Contingent Liability, Information Signal, or Earnings Management Tool?. Accounting Review, 86(2), 569-604. Donovan, D. (1999). Construction wrap-ups. Risk Management (00355593), 46(6), 19. Gorelick, D. (2004). The new concept of sales management. American Printer, 233(6), 39. Gray, D. (2013). Managing Subcontractors. Professional Safety, 58(6), 94-95. Kim, C. S., Djamaludin, I., & Murthy, D. N. P. (2004). Warranty and discrete preventive maintenance. Elsevier Science Kor, R., & Wijnen, G. (2007). 59 Checklists for Project and Programme Managers. Aldershot, England: Gower. Phillips, J. (2009). All In One Program Management Professional New York: McGraw Hill Rothwell, W. J. (2010). Effective Succession Planning : Ensuring Leadership Continuity and Building Talent From Within. New York: AMACOM. 21 Kelly Eugene Higgins I.D.: UD17818BIN25641 Atlantic International University, Honolulu, HI 14 September 2013 SUCCESSION PLANNING IN AN INTERNATIONAL CONTEXT Sanghera, P. (2006). PMP in Depth : Project Management Professional Study Guide for PMP and CAPM Exams. Boston: Thomson Course Technology. Songer, A., & Chinowsky, P. (2011). Organization Management in Construction. New York: Spon Press. 22 Kelly Eugene Higgins I.D.: UD17818BIN25641 Atlantic International University, Honolulu, HI 14 September 2013