If you look at that particular file, I think one of the issues that drove costs was the fact that the government was changing the objectives of the program as they were developing the software. For example, the decision—I'm not necessarily saying it was a bad decision—that we need spousal notification: when you introduce that element 90% through the process and the software developers are told they now need to do this, you close your eyes and open your wallet.
That speaks to the problem. Who was in charge? Who is accountable at the end of the day for what happened?
We don't do that enough. We don't have that level of discussion enough. First, you have a hard time finding out who was in charge. It'd be one of these things. You're right. A lot of departments looked at that process and wondered what they could get out of that. How could they change that so they could get some benefit from that?
I'm not saying this was done with malice on behalf of the departments, but I think there is this notion that the bigger the budget, the more important you are. Those kinds of activities take place in the private sector, they take place in the public sector. I think you're absolutely right.
You have to have a lead on these types of things. They have to assume—they have to not only be accountable, but they have to be responsible and they have to have authority, otherwise you get into huge overspending situations. That's one example. There are many more.