Vodafone Case Study

VODAFONE
Using PMI Standards to Deliver

A Complex Technology Project
CHALLENGE: Vodafone is one of

the largest
A HIGHLY COMPLEX NETWORK telecommunications
corporations in the
At the end of 2017, one of Vodafone’s strategic world, with mobile
customers requested that Vodafone replace its operations in 24
existing, obsolete network with a highly countries, partners
capable, fully managed Global Local Area with mobile networks
Network (GLAN) in 42 different sites across the in 42 more, fixed
world. broadband service in
19 markets, and more
The Vodafone customer program delivery than half a billion total
customers.
project team aimed to complete the project by
November 2019. The contract was for five years
of service.
KEY RESULTS
Experts carried out risk assessment workshops - 10/10 Net Promoter
Score from
at the beginning of the project, which they
customer
identified as highly complex. - On-time delivery
- Cost savings in
One high-severity risk was that a failure in the resource budget
network might occur during any implementation.
This could lead to a lack of service in any of the
customer’s factories or premises, which would “The project
affect production lines and result in a loss of managers' skillful
millions of euros. execution, which
was aligned with
SCHEDULE PRESSURE FROM THE START PMI's standards,
Staying on track with the planned schedule was enabled the
a concern, due to a delay in the contract sign- success of this
off. As a result of this delay, a lot of design project.”
changes occurred before the project was
baselined, and Vodafone had to accommodate - Ahmed
these changes until they reached a final ElGedwany, Senior
agreement on the design with the customer. Customer Portfolio
Lead
SOLUTION:
PMI STANDARDS FOR
SUCCESSFUL COLLABORATION
Due to the complexity of the project, the project management
team needed to work on defining a standard agreed-upon
approach for the delivery of the project.
The project team conducted a number of workshops with the

technical solution architects that successfully led to categorizing
the customer’s sites across the world and agreeing on a
standard delivery approach to each category based on its priority.
Customer Site Priority Level
Low Medium High Top
Low- Higher- Subsidiary Headquarters that

complexity complexity factories integrated offices and
offices showrooms factories
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.
• Part of the project budget was dedicated for a walkthrough
of the customer’s top priority sites.
• A communication plan was set to ensure timely and effective
communication was established.
• A formal change control process was formulated.
• Tailored project documentation was created to report and
control the progress of the delivery.
• A tailored risk management plan and an issue log were set
to track all the risks and issues within the project.
• Dependencies and impact were measured.
• A regular project analysis and a governance model were
set and agreed.
• The project team agreed to capture lessons learned regularly
instead of documenting these at the end of the project.
RESULTS:
ON-TIME PROJECT DELIVERY WITH COST SAVINGS
The first batch of customer site migrations to the new GLAN was
delivered with a 90% success rate, and 100% of the sites
migrated at the second attempt.
The Vodafone GLAN project was successfully delivered on time and

ahead of the team’s target completion dates.
Through the use of proven project management waterfall methodology

standardized by PMI:
• The customer gave Vodafone a 10/10 Net Promoter Score (NPS).

• Vodafone was able to deliver the project on time.
• Vodafone had cost savings in the resources budget.
• The project team captured the lessons learned to be used as a
best practice for other future GLAN projects.
• Lessons learned sessions were conducted with the product team to
share with them the best practice used for the GLAN product and
what is its needs.
“Our project team worked with the customer to understand

how the solution would benefit their business. Then using the
PMI standards, they implemented the solution on time with
high quality.”
- Adam Hyde, Head of Customer Design & Delivery

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VODAFONE

Using PMI Standards to Deliver

CHALLENGE: Vodafone is one of

The project team conducted a number of workshops with the

Customer Site Priority Level

Low Medium High Top

Low- Higher- Subsidiary Headquarters that

Using a project management approach based on PMI standards:

The Vodafone GLAN project was successfully delivered on time and

Through the use of proven project management waterfall methodology

• The customer gave Vodafone a 10/10 Net Promoter Score (NPS).

“Our project team worked with the customer to understand

- Adam Hyde, Head of Customer Design & Delivery

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