Census Decennial Response Integration System (DRIS) - 1100 Words

Success Case Project: Census Decennial Response Integration System (DRIS) (Case Study Sample) Content: Success Case Project: Census Decennial Response Integration System (DRIS)Student Name:Professor:Institution:Course:Date:TABLE OF CONTENTSIntroduction.3Case Study (Success Case). 3Background.4What happened and what went right4The Lessons Leant.. 6Recommendations7Conclusion 10Reference List.9SUCCESS CASE PROJECT: CENSUS DECENNIAL RESPONSE INTEGRATION SYSTEMIntroductionThe Census Decennial Response Integration System (DRIS) of 2010 was an information technology program whose main intention/task was to standardize and integrate data from the Internet, Paper, and telephone Census responses. The two contracted data capture centers for the 2010 Census were located in Baltimore, Maryland and Phoenix, Arizona (Census Bureau Staff, 2012 p. 1). The third data capture center, which also doubled as the National Processing Center was based in Jeffersonville, Indiana. According to the U.S. Government Accountability Office (GAO), DRIS did not implement a management outline/structure for the contract requirements or even validated the requirements for the program. GAO asserted that DRIS program was at risk for schedule delays, performance shortfalls, and cost overruns (Census Bureau Staff, 2012 p. 1). Overall, the DRIS Questionnaire Data Capture operation played an incredible part to capture and convert the respondent data from the questionnaires received from mailback/mailout, paper-based field operations, Be Counted operation, and Update/Leave. Case Study (Success Case)BackgroundThe 2010 Decennial Response Integration System (DRIS) Data Capture operation was particularly vital for the capture as well as conversion of respondent data in the paper questionnaires received from mail back, Update/Leave, paper-based field operations, The Be Counted operation, and questionnaire inputs arising from telephone-based questionnaire operations (Census Bureau Staff, 2012 p. 1). Lockheed Martins census team supported the 2010 Census organized by the US Census Bureau. L ockheed Martin was the major contractor for the program dubbed Decennial Response Integration System (DRIS). This program captured complex data more accurately and rallied round the Census Bureau to process more than 167 million forms. The Lockheed Martin team employed data capture technology and high-speed color image (Census Bureau Staff, 2012 p. 1). In addition, the team developed and applied different tools to measure as well as ensure data quality. Incidentally, Lockheed technology exceeded all program accuracy rates achieving an optical mark accuracy rate of 99.98 percent. This accuracy rate was above the recommended 99.8 percent. What happened and what went rightMain risk identifiedThe US Census Bureau identified the main risks of the 2010 Census DRIS program in terms of workload, schedule, staffing, and costs. According to the U.S. Government Accountability Office (GAO), DRIS did not apply a management outline/structure for the contract requirements or even validated the requirements for the program (Census Bureau Staff, 2012 p. 1). GAO asserted that DRIS program was at risk for schedule delays, performance shortfalls, and cost overruns. Apparently, the DRIS program for 2010 Census integrated a considerable number of Census 2000 contracts. These include paper operations, telephone, and paper systems contracts. Moreover, Lockheed team is striving to support the public by providing secure, multiple and easy-to-use methods of response (Census Bureau Staff, 2012 p. 1). They were also determined to help the US Census Bureau collect and capture the data more efficiently and accurately. Similarly, they employed robust processes as well as tools that ensure complete protection of personal information of individual citizens. Risk management main activitiesPreparing for risk managementIt is imperative that the US Census Bureau prepare adequately for risk management in line with the strategies, goals and risk management approach of the Decennial Respo nse Integration System. DRIS program put in place effective processes of risk identification, assessment and strategy development to manage risks. A risk management plan was vital for the success of the DRIS program and the 2010 Census at large (Weinberg, 2011 p. 2). Part of the preparations for risk management included understanding of the potential risks to the program and finding ways to reduce or mitigate their impacts. This would essentially help the Census exercise recover quickly in the event that a harsh incident occurred that could potentially scuttle the process. The Census Bureau had allocated sufficient time, resources and budget in the preparation of risk management plan for DRIS program, and an impact analysis in the event that the program was unsuccessful (Weinberg, 2011 p. 2). Once the Bureau and the Lockheed team had identified the risks, it was necessary to analyze and evaluate their effects, mitigate those risks, evaluate and update the risk management plan, and c arry out a DRIS program and Census impact analysis. Identifying and Analyzing risksRisk identification entails recognizing a possible condition or event that hamper the realization of very important project objectives. The senior management team of Decennial Directorate implemented a risk management plan in May 2008. This plan underlined the need to develop risk mitigation strategies as well as risk contingency plans (Weinberg, 2011 p. 2). One of the major sources of risks was that fact that the US Census Bureau did not determine its program management or final design and system engineering controls for the Census during the period of FDCA award in back 2006 (Weinberg, 2011 p. 2). The Census Bureau considered DRIS program risks to be high-level threats/risks, which translated to a large-scale threat to the 2010 US Census. Major contractors and Program management Offices play important role of maintaining risk registers. Mitigation strategyThe Decennial Directorate management r equested contingency funds as part of its risk mitigation strategies. The funds, which constituted part of the Bureaus Fiscal Year 2009-2011 budgets sought to address unexpected or least anticipated events (U.S. Department of Commerce, 2010). The Congress appropriated the contingency funds, but since the program was largely successful, they were returned to the treasury. Additional improvements to the US Census Bureau management compared to that of 2000 Census also contributed to the positive outcomes and effectiveness of all mitigation efforts. Executive oversightIt is imperative to reiterate that the DRIS program captured complex data more accurately and rallied round the Census Bureau to process over 167 million forms. The Lockheed Martin team employed data capture technology and high-speed color image (U.S. Department of Commerce, 2010). In addition, the team developed and applied different tools to measure as well as ensure data quality.The Lessons LeantAny form of evaluatio n or even design process that utilizes a data capture process should be integrated fully with the requirements of the capture process at the earliest stage possible.Stakeholders have a responsibility to owning all response fields all through the whole process.In addition, the Bureau needed to establish realistic and mature requirements early in the process.The 2020 Census should establish the best practices employed in the past and begin from there for all its design and processing areas (U.S. Department of Commerce, 2010). This will enhanc...