Succession planning and management in Visual Studio .NET

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337 Succession planning and management
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Traditionally, succession planning and management is concerned with the identi cation of the gaps which are likely to occur in an organisation due to anticipated future changes or known factors such as retirement and reassignment (Harman and Brelade, 2000), the selection of talented employees to ll the gaps to ensure continuity in management practices (Hirsh et al, 1990; Huang, 2001) and development of people (Hirsh et al, 1990) Facilitation of knowledge capture and reuse In the context of KM, succession planning and management is extended to meeting anticipated knowledge and skills gaps when there is someone leaving the organisation (Harman and Brelade, 2000), the retention
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of corporate knowledge (Ministry of the Premier and Cabinet, 1999) and to facilitate the transfer of mainly tacit knowledge between the successor and incumbent (Carrillo, 2004) Findings by Harman and Brelade (2000) and Ministry of Premier and Cabinet (1999) reveal that succession planning and management actually involves the systematic use of other tools and techniques available to achieve its goals These include the following:
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Training and development (Harman and Brelade, 2000); Structured work experience (Harman and Brelade, 2000); Formal and informal mentoring programmes (Ministry of the Premier and Cabinet, 1999); Formal knowledge transfer forums (Ministry of the Premier and Cabinet, 1999); Oral histories/brie ngs (Ministry of the Premier and Cabinet, 1999; Kransdorff, 1996); Electronic systems designed speci cally for knowledge transfer (Ministry of the Premier and Cabinet, 1999); Imbedded systems to retain innovation (Ministry of the Premier and Cabinet, 1999)
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Kransdorff s (1996) nding indicates that the knowledge transferred through this approach are pertaining to corporate culture, management and communication style and the details of recent events which enable one to take over the new tasks with ease and perform the tasks to the standard required quickly Issues and capability to support live capture and reuse of project knowledge Some problems which may undermine the capability of succession planning and management in facilitating live knowledge capture and reuse of project knowledge in construction include:
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Over-concentration on general management skills rather than functional and specialist skills (Hirsh et al, 1990); Literature suggests that succession management is related more to the senior rather than lower positions in organisations (Hirsh et al, 1990; Byham, 2002); Its reliance on the early identi cation of potential candidates tends to exclude those who take a later decision to pursue a management career, those who move between employers and those who interrupt their career (especially women) (Hirsh et al, 1990); It is dependant on the availability of key people for the purpose and their willingness to release or share their talent (Leibman et al, 1996); It is a lengthy and time-consuming process Byham (2002) notes that succession management can consume a signi cant number of executive hours each year
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Although elements of knowledge sharing and transfer are identi ed from the review, the main focus of succession planning and management is still the transfer of general management skills and to prepare a person to take up a particular position Therefore, it is not surprising that a range of problems are identi ed when succession planning and management are assessed against the capability to support live capture and reuse of knowledge
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338 Reassignment of people
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This method is based on the assumption that the knowledge acquired from one project can be transferred by reassigning the people involved to another project (Kamara et al, 2003) Facilitation of knowledge capture and reuse Reassignment of experienced staff or experts to other projects can create the opportunity for the transfer of more tacit knowledge through the face-to-face or people-to-people interactions among the members of staff Less experienced members of staff in particular may be assisted and supervised in carrying out their work by the experienced staff reassigned to the project where knowledge can be captured through observation and mirroring the experienced staff Issues and capability to support live capture and reuse of project knowledge Reassignment of staff inherits some of the shortcomings of the face-toface interactions These include:
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Vulnerability to staff turnover; The transfer of knowledge is likely restricted to a smaller group of people who have the opportunity to interact with the knowledge provider; The willingness of the knowledge providers to share knowledge
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These suggest that it also may not be a suitable tool to facilitate the live capture and reuse of project knowledge
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