Abstract
This paper introduces the case of a renewal project that completed the transition work of all 1,266 terminals at 154 locations with high-quality development in an unprecedented short period of time, and the project launched with the parent-base system uncompleted to renew banking terminals at a financial institution to get rid of obsolescence and to make banking hosts work together. I would like to introduce specific initiatives to communicate with customers, development members, and work subcontractors from the point of view of taking a cohesive direction. I hope this will be of help as reference for future project management.
