I'll give you a bit of an example. The way the contract was structured is that we would give a task to IBM and they would come back to us with this task. If there are issues, it's like any contract and we can withhold money, but when the task is completed, then we pay them.
Pardon me for the example, but it's a bit like building a house. We decide on the foundation. We build a foundation, and it's okay. Then we—PSPC, as the project manager—would say that these are the types of walls we want. Does it make sense? Then we give a task to IBM. They do the work and then they come back to us. If it meets the requirements that we've set up for this particular part of the job, then they have completed the task.
The answer is that throughout the project IBM has done what we have asked them to do. We were the project managers. They were not. They were the integrator, which is different from certain other projects.
I go back to the cumulative effect of risk and issues in this project. It's not IBM that was the project manager on this one.