Thank you for the question.
I think there's no question that there are a number of examples in the past of IT projects that have not performed as they had been intended, or indeed as expected. As an organization that has been created to transform IT—we know there are a lot of big IT projects in our future—we took the question of addressing the risks inherent in large IT projects very, very seriously. We've just done a theoretical perspective, and we've done a literature review, to try to identify the things that contribute to the failure of large IT projects. That has informed all of our planning and execution up until now.
More practically, I would say, we began to do things differently through the procurement process. Rather than dream up a request for proposals all on our own and put it out to the marketplace to see what happened, we instead engaged with a broad cross-section of industry, anyone who had an interest in it. Over 50 companies participated in an information day with us, and then we qualified a number of companies on the basis of their experience. They just had to identify that they had experience in delivering large-scale e-mail systems to over 100,000 users, in both official languages, and a few other requirements.
Once we had four companies that had qualified, on the basis of their experience alone, then we spent three months building our RFP with them and getting to know the requirements and what works and what doesn't. Each one of the companies would go away—