Managing developmental projects is complex, as I previously said, and it requires a great deal of attention on the part of both the department and the manufacturer. I think in most cases involving developmental projects, National Defence pulls together a team and asks the team to concentrate on that particular project. They spend a lot of time dealing with the manufacturer one on one as they work through the various issues that arrive in terms of the development of the project.
I think the most important thing National Defence should do is to focus on risks, analyze what those risks are, and make sure they have mitigation strategies that are consistent with the risks they've identified. The risks will vary between projects, and I can't give you or the committee, Mr. Chair, a list of what those risks could be, but certainly they go back to time, technology, and cost.
The department needs to focus on those areas and identify first and foremost what developmental projects are likely to be high risk and that they require the resources to manage them.