Vodafone is one of the world's major telecommunications companies with mobile operations in 24 countries, partnerships with mobile networks in 42 more, fixed broadband service in 19 markets, and a total user base of more than 500 million. One of Vodafone's strategic customers requested the company replace its network. A high-severity risk was that a failure in the network might occur during any implementation. This could lead to a lack of service in any of the customer's factories or premises, which could affect production lines and result in a loss of millions of euros. Experts carried out risk assessment workshops at the beginning of the project, which they identified as highly complex. So how should Vodafone follow these risks on behalf of the comparry? The project team held a series of workshops with the technical solution architects, which resulted in ellectively categorizing the customer's locations throughout the world and deciding on a standard delivery methodology for each category depending on its importance. Using a project management approach based on PMI standards, workshops were conducted with suppliers to agree on the needed resources listed in the resource management plan. A communication plan was set to ensure timely and effective communication was established. A tailored risk management plan and an issue log were set to track all the risks and issues within the project. A regular project analysis and a govemance model were set and agreed upon. So what about the return of these studies to the success of the company? The first batch of customer site migrations to the new GLAN was delivered with a 9046 success rate, and 100% of the sites migrated at the second attempt Also, the Vodafone GLAN project was successfully delivered on the time and ahead of the team's target completion dates. The customer gave Vodafone a 10/10 Net Promoter