Another factor impacting the degree of risk is structure of the project. The nature of the project enables Zara to fully and clearly define the outputs of the project. Notwithstanding the fact that project requires organizational changes and modifications to store employee work habits (as a result of automating information exchange and streamlining inventory control) the objectives of the project are unambiguous, therefore enabling a focused approach of all the parties involved. These are characteristics that typify a highly structured project. Nonetheless, Zara should not discard dynamics in the environment since they could upset the timing of the project or even determine the success of it. The project involves technology which is relatively modern to Zara. Peculiarities of each store (for instance, availability of instant IT support, learning abilities of staff), political and cultural environment in the country of operating unit, reliability of the vendor(s) for new POS terminals, etc., could make the project vulnerable to delays and task alterations, and also challenging to manage. Furthermore, although the IT investment relative to net income not substantial, it is equivalent to Zara’s annual IT expenditure, making it a significant decision. Given this and the fact that the project would have to implemented throughout all the 531 stores with a relatively new technology for the company, the size of the project is deemed to be large. However, realistic planning of the project, a thorough understanding of store individualities and tight monitoring of project’s progress, can eliminate potential frustrations and largely contribute to a successful implementation.