Thank you, Mr. Chair.
What the Agile method does is very interesting, but I would like to look at the other side of the coin. You all seem convinced, but for my part, I have serious doubts. I feel some resistance to change. I am more and more comfortable with this idea of resistance when I read on the Internet that, according to some, the Agile method is a cancer that must be eradicated. That's what somebody said a few years ago, especially about the development of infrastructure, technologies, software, and so on. It has been said that this was a waste of time during the scrums and that nothing concrete came of it.
That being said, from what I can see, you consider this method to be a panacea that we should have adopted a long time ago. You wonder why we did not do so, when the benefits are so clear. But I wonder whether it's not just trendy. Every manager needs measurable results, whether in the government or in a private company. They really need to have compelling results to prove to their shareholders or to the citizens, as the case may be, that they have made the right choices and that everyone is reassured about those choices.
The idea of reducing the 400-page tenders to 10 pages is appealing, but it's certainly not that simple. I have worked in the field of information technology in the past and I can tell you that there are many details to consider. I would like to see WiFi, but we are talking about the Canadian government and it should be implemented from coast to coast to coast. Right now, we are in a vacuum, way up in the air, in a sense. Could you give me concrete, specific examples of how this method would change our lives as managers? You could tell us how long it takes to implement—three to five years, for example—and whether we need to hire adequate staff if our resources are insufficient.
My question is very broad and I leave it open, but I need reassurance. I am still looking for solutions.