Isn't this what happened to the Chinook HC3s?
Not entirely, but close. The main problem with that job was, as with MRA4, that the risks that have "emerged" were identified up front and ignored. As I always say, one also has to ask why other, more complex programmes, managed to identify the same risks (associated with major upgrades) and mitigate them effortlessly. Learn lessons certainly, but from successes as well as failures. MoD don't want to know about successes because, in the words of our boss at the time (late-90s), it raises the bar too high and gives the auditors another excuse to hammer us. Such successes were "An embarrassment to the Department", apparently. Hammer away, I say.