Thank you, sir.
I think it's true that project managers who have extensive experience to take on extremely difficult, large, and complex projects are relatively rare. We haven't had very many large, complex programs in the past 15 years. In six years, my predecessor actually only achieved the contract of one major new project, which was the maritime helicopter project.
Having said that, we've made a lot of progress in the past several years. We are growing and developing a stable of some very capable project managers, and we're working extremely hard to professionalize the skill of those project managers.
I'll give you a couple of examples. We have adopted and documented an international standard of skill as to what a complex project manager needs to do. Secondly, we've agreed with the Treasury Board Secretariat on project complexity and risk analysis, which we do for every project. We try to match the skill of a given project manager to the assessed risk level of a given project. For example, projects are rated from one, most simple, to four, most complex. Most of our project managers are in the one to three range, and we're trying to develop those skills...training, seminars. I've sent two senior people on a masters program in complex project management in Australia, where they stay for a one-year assignment. In exchange, Australia is sending extremely experienced project managers to Canada.
We are almost ready to implement our formal qualifications structure for managers of complex projects. This takes a long time to get to the level of people doing level-four complex projects, but we are working really hard at it. We've made some progress. Are we there? We're not there completely.