Public Accounts committee  Thank you, Madam Chair. There are two aspects to that question, and I may turn to Mr. Kennedy to talk about the workforce in the yards. With regard to the HR capacity inside government, which is part of the question—and we have control over that—we have added capacity, both thr

Public Accounts committee  Colleagues from the Office of the Auditor General, if you want to add on to this, please do. I have a couple of examples. First, measures to extend the lives of current vessels obviously have to be an important measure here. The other would be to add additional Arctic and offsho

Public Accounts committee  They evolved. They weren't necessarily one complete package. Some were individual measures, and some were part of a broader group. Going from memory here, I would say there were discussions over about a year, on and off, with the shipyards to talk about a schedule and mitigation

Public Accounts committee  Madam Chair, I should have mentioned also that the most recent, newest addition of the third yard would be another measure in terms of how the program has evolved to better mitigate risk.

Public Accounts committee  The toolset we will have in place from a risk management perspective, new software and the earned value management approach in dealing with the yards are some tools that we can likely use on other large projects of this scale as well. We'll look to leverage those investments as w

Public Accounts committee  Thank you, Madam Chair. I am pleased to be here with colleagues to discuss the ways in which Public Services and Procurement Canada is responding to the Auditor General of Canada's audits of the “Procurement of Complex Information Technology Solutions”, tabled this past winter.

Public Accounts committee  Thanks for the question, Madam Chair. I have a couple of points to make here. Training for procurement officers is always evolving, so agile is the flavour of the day. We're updating our training. We've already started, but there is more to come on that front in terms of making

Public Accounts committee  Okay. Thank you, Madam Chair. I can come back to this later if it's of interest, but that there are two things. I think improving the sophistication of our analytics is one, and the Auditor General has touched on this. We've had some experience of this in the past, where it was

Public Accounts committee  I'll come back to that if they wish, Madam Chair.

Public Accounts committee  I think I may have to turn to one of my colleagues on this, maybe Mr. Flack, but, if not, I'm happy to get back to the member, Madam Chair, with a follow-up on that front. Maybe I should let Lorenzo take a shot at that first.

Public Accounts committee  I am, and we've had questions about this program in the past. It's not a program managed by PSPC. That's why I'm struggling, in fact, with where to direct the question. I believe ESDC has responsibility for it, but my colleague Mr. Flack may be able to clarify that.

Public Accounts committee  It is critical to upgrade the analytics function to effectively add sophistication to our work. What I would say about our experience to date, as referenced in the AG report, is that it was difficult to do good analytics because of inconsistent data. An easy example here, just fo

Public Accounts committee  Yes, it's CanadaBuys. A big part of that is the e-procurement software system that's been launched, as well as the portal for suppliers, but yes.

Public Accounts committee  There's already centralization to the degree that PSPC and Shared Services Canada do run the procurements for large-dollar procurements. What this does, though, is make the tools and the process more standardized and more automated to allow us to better collect data and also make

Public Accounts committee  Thank you for the question. I would say that it's neither one nor the other. In agile procurement, a competitive process is used to select one supplier. In most cases, several suppliers are used. The goal is to divide a large project into several small parts. In fact, a number