Several years earlier, the retailer began a core merchandising replacement initiative involving two of the company’s brands, covering 1,227 stores in 46 states. The project experienced multiple stops and starts due to an acquisition and related organizational changes. Further complications included the replacement of a 35 year-old mainframe and integration to over 40 legacy systems. The retailer once again restarted the core merchandising replacement initiative and was six months away from the forecasted implementation date, but was concerned about the outcome. To improve the chances of a successful project, the retailer determined that they needed a quality assurance and risk audit.