I think in the Phoenix situation, as the deputy minister said, there were really two projects, but the system development project was dependent on the success of the other project of the centralization of the pay advisers. There were very many indications, as we say in the audit, that the pay advisers were not prepared to deal with the amount of workload they were going to be asked to deal with, partly because of the changes that were made to the system. The fact is that one should have been on the critical path of the other. The centralization should have been on the critical path to make sure that was functioning in the right way, before the system was put in place, but they seem to have been kept separate.
As I said in the message, I think that when there are these transformative projects that are intended to result in savings, I think that governments—and I'm not just talking about the federal government, but governments in general—tend to try to build those savings into their budget process too quickly.
In this case, as a result of the changes that were made to the system, PSPC, in fact, should have gone back to Treasury Board and said, “We cannot deliver the $70 million a year in savings because the $70 million a year in savings were estimated, based on the system being able to do certain things and we have reduced that functionality.” I think—