It's something that has come up quite often in the context of big procurement projects, notably in the case of national defence procurement projects. What we find is that having a strong project management office with one person, or one group, clearly in charge helps to clear out the hurdles and ensure that whatever needs to happen happens in a timely manner.
That being said, with a project as unique as a pipeline, it probably was much more difficult to achieve that, given that there's not that much expertise in government or, broadly speaking, to make sure that things that need to happen happen in a timely manner, considering the number of regulations that need to be complied with.
It's not a very good answer, I know, but it's not something we looked at.