On the schedule delays, Madam Chair, I have a few points to offer here.
Number one, the initial schedules, way back when, were indeed not realistic. As time marched on, people realized that those initial schedules just weren't going to hold, and there were adjustments made.
The other piece here is that we learned that seeing labour force or production gaps in the shipyards is detrimental to the overall strategy. When you see a production gap.... The Irving shipyards afford a great example. We saw that there would be a gap between ships and that there was risk to the labour force. That leads to long-term costs, so actions were taken to close those gaps.
Those are the kinds of risks that are being managed from a program perspective.
To the original point, this was more a matter of budgets and schedules, way back when, just not being realistic. We continue to learn as the yards gain experience in terms of building up their expertise, but also in understanding on what schedule they can deliver.