Our initial intent was to pilot, and then around May of last year, we decided we weren't quite ready to go ahead with the pilot. But what we did was to reconfigure the way we were going to go live. Rather than go live with a mishmash of departments, we took a grouping of 34 departments. They had two things in common. One, their pay was being administered at the pay centre, so there was a concentration of compensation advisers, the people who really know how to administer pay, in one location, targeted. We could go there, “SWAT-team” it, and everybody was there to gather around the people who were going to use it. That was one commonality.
The second commonality of these 34 departments was that they were all on the same PeopleSoft HR platform. Phoenix is based on a North American payroll with PeopleSoft, so the two integrate perfectly. You enter information into a chart; it flows into payroll. That integration was key. It eliminated the need to do duplicate key entry, which was the case before we went live with Phoenix. Before we went live with Phoenix, every time anybody did acting pay—the deputy mentioned acting, as an example—somebody had to put the information in a chart. They'd have to re-key it into payroll. The error rate was high. That was all fixed. The first grouping of “go-live” in February was very concentrated. It was the same types of departments. It was just the right approach in our view.