I'm on the outside right now, but from what I've seen, the procurement process is a decision process and the idea is to actually get going.
I can give you a case in point. When we modified the Sea Kings to go to the first Gulf War we put in 12 major and 12 minor modifications in 210 hours. The longest timeline was to find six FLIRs to put on the nose of the airplane. When there's a will, things happen really quickly, particularly if you have the capability in Canada. But when you have projects that aren't pull projects or push projects and you're trying to balance the budget and what not, with cases like the MHP you end up basically debating for decades.
Once the decision is made, it happens, and away you go. But somehow it's a question of.... In fact I think there were studies done around the late 1990s in DND, certainly on the IM side of things. What they determined was that if you wanted to save people in the department, only staff projects that were going.... We kept other projects alive for decades, for that window of opportunity.
So the process is better, absolutely, but the difficult part is to get the decision to move out, particularly on the big stuff.