Project Management Report for Fujitsu's Flexible Training Program

Acting as a project manager, you are required to produce a report which analyses three potential approaches that  could be utilise in the management of a project for a specific client. You should also provide a recommendation  for the best approach(es) to take for the management of the project in a concluding section. You are also required  to recommend strategies for the closure of the project.  

• An analyse of 3 approaches (minimum) that could be applied to the specific project.
• An application of the methods and their applications in industry. (This can be done as part of your analysis)
• An application of the strategy for project close for the specific project.
• A conclusion and  recommendation  section  that  recommends the  preferred approach for  the  specific  project.  

Your  report  should  be  written  following  the  conventions  of  an  academic  piece  of  work e.g. written  in  the  third  person and referenced following the B&FC guidance.  

Fujitsu is a multinational information and communications technology equipment and services company with more than $35  billion in annual revenue (2020). Fujitsu UK's traditional approach to project manager development was to hire a small class  of university graduates and apprentices and put them through a two-year general business management training program.  This fell short for four reasons:   

• The training did not include any project management content, focusing instead on general concepts and skills such as leadership and time management.
• It failed to address the needs of apprentices.
• The two-year time horizon was not long enough to develop the depth of project management capability that the job required.
• The attrition rate of employees who went through the program proved problematic. While it was no higher than Fujitsu’s overall attrition rate, the small size of the program meant that every individual who left the profession was a significant loss. 

Fujitsu  wish  to  develop a more  flexible  training  programme.  Based  on  three  pillars  —structured  learning,  learning  from  others, and experiential rotations intended to span the first five years of a participant’s career. The framework's design is  informed  by  the  70-20-10  model  for  learning  and  development,  which  recognizes  that  most  learning  takes  place  on  the  job.  The project has to: 

• Represent value for money for the organisation
• Ensure the programme provide adequate understanding of project management
• Ensure the programme is in place for the next in take in July 2023 (duration of project 1 year).

The project will need to communicate with several stakeholders throughout the organisation as well as external  stakeholders e.g. Government, University programmes to gain recruits 

• Ensure deadlines are met to ensure the next intake of employees are on the new programme.
• To ensure the project represents value for money and is of good quality from the employee's viewpoint.
• To ensure the management of the project can adapt to changes during implementation.
• Production of Project Management resources and material for delivery.