I think the best example of what we tried to do was in British Columbia, where we created that project office of excellence in the Vancouver trade and convention centre case. We had the best project managers in the country. We had a great governance model. Despite that, the inability to make timely decisions as a result of all of the concerns for political and public transparency, along with, I guess, the fear of making timely decisions, caused that project to end up where it did.
You couldn't ask for a better model in terms of governance and competency with respect to project managers. That would be my example.