United Photonics Malaysia SDN BHD<\/p>\n
Introduction<\/p>\n
The Laz-Skan project is undoubtedly an enormous project for United Photonics Malaysia Sdn Bhd. It represents a groundbreaking invention that is likely to have considerable effects on the operations of the company, as well as its sustainability in the long-term and competitiveness in the world market. Needless to say, it is imperative that appropriate decisions are made pertaining to the operationalization of the project.<\/p>\n
While there are varied individuals who may be qualified to lead in the implementation of the project, the Malaysian engineer named T.S Lim should be the leader in the implementation process. This is especially considering his stature in the company, his qualifications and the fact that he took charge in a comprehensive research that was aimed at determining the viability of the entire project. In essence, he knows the areas in which there may be loopholes, as well as the fragile aspects that demand more attention.<\/p>\n
One of the key dangers in the implementation of the project is the conflict of leadership. The company already has some established structures, in which case any leader who takes charge of the project is bound to face resistance. On the same note, there is the likely cost of process acceleration, not only in financial terms but also the quality of items that would be produced in these processes (Mu\u0308ller & Turner, 2010). As Lim noted, the completion time could also not be predicted as the software development team did not have sufficient experience in the tasks.<\/p>\n
Nevertheless, these dangers can be combated right from the beginning by putting in place measures that would prevent their disruption. The leadership problem would be combated through creating clear frameworks pertaining to the duties and responsibilities of individuals (Mu\u0308ller & Turner, 2010). On the same note, time should be set aside for testing the quality of items produced, as well as in anticipation of any deadline extension requirements (Mu\u0308ller & Turner, 2010). This would enable usability of the products, as well as time for remedying any inconsistent features.<\/p>\n
References<\/p>\n
Mu\u0308ller, R., & Turner, J. R. (2010). Project-oriented leadership. Farnham, Surrey [England: Gower.<\/p>\n","protected":false},"excerpt":{"rendered":"
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