Attachment J-XX - 2030 Census Operational Delivery Management Plan (ODMP) V1.0 (1).pdf

2030 Census

Operational Delivery

Management Plan

July 3, 2024

Version 1.0 i

Approval Signatures

The 2030 Census Operational Delivery Management Plan has been reviewed and approved for use.

Barbara LoPresti Date Signed Chief, Decennial Information Technology Division

Jennifer Reichert Date Signed Chief, Decennial Census Management Division ii

Document Logs

Sensitivity Assessment

Verification of Document Content

This document does not contain any:

• Title 5, Title 13, Title 26, or Title 42 protected information.

• Procurement information.

• Budgetary information; and/or,

• Personally identifiable information.

Document Author: Nicole Seamands (DITD) Date: 05/20/2024

Review/Approval

Name Area Represented Date

Daniel Doyle Deputy Chief, Decennial Census Management Division 07/02/2024

Ann Wittenauer Special Assistant, 2030 Census Planning 07/02/2024

Deidre Hicks Chief, Decennial Program Management Office 07/02/2024

Brian De Vos Assistant Division Chief, Architecture, Integration, Infrastructure, and Testing

07/02/2024

Version History

Version Date Description

1.0 07/03/2024 Baseline version sent for signature.

2030 Census Operational Delivery Management Plan iii

Table of Contents

1 Introduction

1.1 Purpose and Scope

1.2 Maintenance

1.3 Intended Audience

2 Operational Delivery Overview, Management and SAFe

2.1 Operational Delivery Management

2.2 Operational Delivery Team Structure

3 Operational Delivery Process and Timeline

Appendix A: Reference Documents

Appendix B: Terms and Definitions

List of Figures

Figure 1: Multiple ODs Progress Concurrently Figure 2: SAFe for the Decennial Census Figure 3: OD Group of 4 (Go4) Figure 4: OD and the Program Milestones Figure A-1: Representation of the Relationships Between the Various Planning and Coordination

Documents for the 2030 Census Program

List of Tables

Table 1: Detailed Description of Responsibilities of Individual Members of Go4

1 Introduction

The 2030 Census Operational Delivery Management Plan (ODMP) serves as a comprehensive guide for managing the integration and implementation of the 2030 Census, building upon the success of the Operational Delivery (OD) model established during the 2020 Census.

Led by a cross-functional "Group of Four" (Go4) consisting of business and technical leads, the

OD model proved instrumental in overcoming challenges such as operational logistics and technology infrastructure. Addressing the complexity of the program and fostering collaboration, the OD teams ensured the timely and accurate delivery of critical functionality, such as the public website and a mobile app for hundreds of thousands of field employees. The

OD model also supported the ability to pivot and replan 2020 Census operations and activities during the worldwide pandemic.

The 2030 Census is building upon the successful 2020 Census model to organize functionality into a series of ODs, each encompassing technical, logistical, and fieldwork activities. The primary goal remains to ensure on-time delivery of 2030 Census operations into production by optimizing end-to-end integration and testing while allowing sufficient time for solution provider development and adherence to operational schedules. The ODMP delineates the roles and responsibilities of the OD Team and the Go4, emphasizing collaboration across the planning, guiding, monitoring, and operations life cycle of an OD.

The 2030 Census ODMP provides a comprehensive construct for managing ODs within the 2030

Census Program, ensuring the successful integration and implementation of critical functions.

By leveraging the lessons learned from past experiences and embracing agile methodologies, the ODMP positions the program for success in achieving its mission-critical objectives.

1.1 Purpose and Scope

The 2030 Census ODMP outlines the process and approach for managing the successful integration across the System of Systems (SoS), the Business and all participating stakeholders for each OD. The ODMP also defines the roles and responsibilities of the OD Team and the Go4.

1.2 Maintenance

The Decennial Information Technology Division (DITD) is responsible for creating and maintaining the 2030 Census ODMP. This document is reviewed and updated periodically for continuity and accuracy.

1.3 Intended Audience

This document is relevant to all those involved in the architecture management, program and engineering management, and IT solution development for the 2030 Census Program, examples of which are listed below:

• Decennial Systems Engineering (SE) and Technology Integration (TI)

• Decennial Census Management Division (DCMD)

• 2030 Census purpose-built systems

• Enterprise Initiatives (Business Ecosystem (BE))

• Office of the Chief Information Officer (OCIO)

• Decennial Contracts Execution Office (DCEO) (contractor-delivered solutions)

• Other key 2030 Census stakeholders such as, Population Division (POP), Decennial

Statistical Studies Division (DSSD) and others

• Third-party contracted solutions

2 Operational Delivery Overview, Management, and Scaled Agile Framework (SAFe)

OD is an integration and release management construct structured around 2030 Census operations related to pre-data collection, data collection, post-data collection processing, and publishing census results.

An OD consists of multiple components such as infrastructure, field operations, applications, logistics, training, and equipment delivery released simultaneously to achieve specific business goals. ODs may be further divided into sub-ODs to facilitate better management and tracking of unique functionality. Management and oversight of an OD is under the purview of the Go4, described in detail in Section 2.2.

In collaboration with DITD, DCMD defines the number and scope of ODs for the 2026 Census

Test, 2028 Dress Rehearsal, and the 2030 Census. ODs can occur simultaneously throughout the

2030 Census, as demonstrated in Figure 4. Each OD follows the same define, build, test, and release pattern and meets the same set of readiness review (RR) milestones, which are described in Section 3.

Figure 1: Multiple ODs Progress Concurrently

The purpose of OD management is to facilitate effective communication and coordination and to ensure successful integration of technical and non-technical functions across system teams, service providers, system engineering, training writers, field administrative and operations personnel, equipment logistics specialists and stakeholders to achieve the following key objectives:

• Inform system teams and test teams about the scope and purpose of the OD and its dependencies on preceding or subsequent ODs.

• Enforce Integration and Implementation Plan (IIP) Milestones by monitoring the OD team’s preparedness to meet readiness reviews.

• Gather progress updates from participating teams and report on the OD’s actual progress to stakeholders and leadership.

• Escalate and drive to resolution of any issues and/or roadblocks the team’s encounter.

• Coordinate the deployment of functionality into production on schedule.

• Ensure functionality meets the necessary requirements prior to production deployment.

• Support Operation and Maintenance (O&M) reporting and issue resolution, as needed.

The complexity of 2030 Census demands adept resource management to oversee individual

ODs. The sections below define the roles and responsibilities of the Go4 OD team and OD team.

2.1 Operational Delivery Management

OD management involves coordinating and integrating a range of activities to achieve specific readiness milestones ensuring the timely delivery of functionality into production across the

2030 Census operations.

The 2030 Census plans to leverage the Scaled Agile Framework (SAFe) to manage operational deliveries. SAFe emphasizes the importance of early collaboration between systems and stakeholders, facilitating the swift and continuous delivery of functional software. It embraces change rather than resisting it, aiding in the establishment of a program-level rhythm through

Program Increments (PIs), thus enhancing predictability and providing structure across all program facets.

Figure 2: SAFe for the Decennial Census

The OD management construct resembles the structure and flow of managing an Agile Release

Train (ART) in the SAFe. Figure 2 illustrates how SAFe 6.0 has been tailored to the 2030 Census

Program environment.

The Cross-Functional Team in Figure 2 includes Solution Providers and Service Providers together with Subject Matter Experts (SMEs). A service provider team is a specialized group responsible for providing specific services or resources, such as database administration, testing, IT infrastructure, etc while a solution provider represents teams building each system that makes up the Systems of Systems for the 2030 Census.

2.2 Operational Delivery Team Structure

The OD structure consists of 2 integral bodies: Go4 and OD team.

The Go4 is formed during the requirements phase and plays a critical role in managing the OD from the Critical Design Review (CDR) milestone through the production and closeout milestones, in alignment with 2030 IIP. The core members of the Go4 are the DCMD OD Lead, DCMD Readiness Lead, DITD Technical Lead, and Field HQ (Headquarters) Lead (for applicable

ODs). Depending on the scope of an OD, the Go4 representation may include additional roles.

Figure 3: OD Group of 4 (Go4)

The Go4 possesses broad authority and influence, capable of systematically addressing and resolving conflicts or issues within the OD. The DCMD OD Lead is the final decision-maker on all

OD related items. Furthermore, both the Go4 and the DCMD OD Lead are vested with the authority to reconcile any inter-OD conflicts or issues that may arise. However, in extraordinary circumstances where the Go4 finds themselves unable to reach a decision, they are encouraged to escalate the matter to the Deputy Chief for the DCMD, who serves as the ultimate arbiter for issues the DCMD OD Leads are not able to resolve. For instance, if OD leads cannot come to consensus on an issue that could disrupt operations, they would bring the issue to the Deputy

Chief of the DCMD. Such escalation is reserved for exceedingly rare and exceptional situations.

It is essential to emphasize the OD Lead is entrusted with complete autonomy and capacity to make decisions, underscoring their pivotal role in steering the course of the OD's operations.

An additional primary objective of the Go4 is to ensure solution providers and operations deliver on time. Go4 responsibilities include:

• Deliver functionality on-time by conducting readiness reviews, intermediate milestones and overseeing related activities.

• Remove impediments, resolve issues, and provide a forum where solution providers and other members of an OD team can raise concerns.

• Drive all phases of Enterprise System Development Life Cycle (eSDLC) from detailed requirements capture through operational and maintenance.

• Establish and manage an integrated baseline (IBR) encompassing timeline, scope, and work for the OD.

• Monitor and report progress against OD milestones.

• Proactively engage with OD Team members to make decisions related to OD execution and resolve issues impacting OD delivery.

• Provide regular updates and recommendations to senior management on requirements, development, integration/testing, production status, issues, risks, schedule, and cost concerns.

• Capture, document, mitigate risks and issues through resolution.

• Establish and facilitate business rhythms that are essential for OD success.

• Determine the necessity for change requests to alter program baselines.

Table 1: Detailed Description of Responsibilities of Individual Members of Go4

DCMD OD Lead

• Accountable to 2030 Census senior management for status, schedule, issue resolutions, and decisions for the OD.

• Ensures proper participation from OD stakeholders.

• Ensures escalation to appropriate 2030 Census senior management on issues when necessary.

• Is accountable for the OD.

• Is the final decision maker on all OD related items unless other OD are impacted.

DITD Technical Lead

• Chairs the OD meetings.

• Responsible for establishing and managing an integrated baseline for OD.

• Leads technical and operational integration meetings related to the OD.

• Drives Infrastructure, Engineering, Performance and Scalability (P&S), and Testing engagement in general OD meetings and selects technical and/or integration topics.

• Drives engagement with DCMD, DSSD, OCIO, DITD, FLD (Field Division), and other stakeholders on OD technical, operational, and logistical issues.

• Shepherds all technical, operational, and logistical issues to resolution.

• Provides centralized coordination of OD issues, status, forums, etc.

• Engages/alerts with other OD Teams on cross-OD issues/concerns/needs.

DCMD Readiness Lead

• Working with the Test Team, responsible for coordinating the Operational Test Dry Run (OTDR) scope, scenarios, and participants to ensure people, processes, and technology are tested in “real world” conditions (where possible) prior to conducting operations.

• Engages with FLD, DCMD, and other stakeholders to plan, coordinate, prepare, and execute the OTDR.

• Reports to 2030 Census senior management on the results of the OTDR.

• Facilitated the ORR Operational Readiness Review (ORR) to check for the Operational

Readiness of the OD

• Coordinates Stakeholder participation in OTDR and other testing efforts.

• Engages/alerts with other OD Teams on cross-OD issues/concerns/needs.

• Assists the OD team with necessary tasks.

Field HQ Lead (as applicable for OD)

• Responsible for educating the OD Team on FLD operational and logistical realities.

• Ensures OD plan is sound for FLD execution.

• Coordinates FLD staff participation in the OTDR or other testing.

• Facilitates communication to/from FLD on impacts or issues of the OD.

The OD Team, in addition to the Go4, is made up of, but not limited to, representatives from the following areas:

• IT and operational solution providers

• SMEs

• Architecture support, including Workflow Diagrams (WFD) and Requirements

• Infrastructure support

• Integrated Master Schedule (IMS) Schedule Representative

• Security representative

• Program Level Test team

The OD Go4s establish their respective OD teams no later than CDR. At CDR, the program has baselined 2030 Census Stakeholder Requirements (STRs), allocated them to the appropriate solution providers, and created the architecture for the 2030 Census system of systems.

The OD team convenes regularly, adapting its focus according to the program's priorities, and monitors progress toward the next milestone. The primary objective of the OD team is to efficiently manage the integration of the OD. This entails close collaboration, transparent communication, proactive discussion of upcoming activities, participation in PIs to make commitments, and identification of dependencies within and outside OD teams.

3 Operational Delivery Process and Timeline

This section describes the OD activities across program milestones. The Go4 is established early in the program life cycle, no later than CDR. CDR is the milestone when the full scope is defined, all requirements are allocated, and OD teams can be formed. Figure 4 shows the program milestones and high-level OD activities. For more detail, including documentation and artifact requirements for each milestone, see the 2030 Census IIP.

Figure 4: OD and the Program Milestones

The IBR is a crucial milestone within OD Go4's purview, involving both the package creation and the facilitation of the review process. Starting from the IBR, the OD team initiates the establishment of consistent business rhythms and commences the tracking of OD progress through various developmental stages, including integrated testing and readiness for production. Business threads serve as the integration points between program level requirements, STRs, and solution level requirements bridging the technical and business domains to ensure mutual understanding. The business threads are the steps describing the system to system and actor integration in the WFD (aka communication diagram). Business threads and non-IT functionality threads capture the entirety of the OD's scope and starting from CDR, they become the primary source for tracking OD progress. Regular meetings are convened by the OD team to deliberate on status updates, risks, dependencies, and other relevant factors. The business threads are also key input into creating OD production runbook.

The runbook is used to track day-to-day activities during O&M and can also be used for end-to-end and operational testing. The runbook is inclusive of both operational activities and system interactions and typically documents the specific date, time, and responsible party(ies) for each activity.

The ORR precedes the production phase, during which the OD team comprehensively evaluates technical, logistical, and procedural aspects to ascertain full operational readiness. The OD is deemed production-ready once all business threads have been developed, integrated, and tested. Once the OD begins production activities, the O&M phase commences, during which OD

Go4 manages production as well as monitoring and providing status updates on the OD to 2030

Census Leadership.

Appendix A: Reference Documents

ODMP details how OD Teams manages the integration and implementation of the 2030 Census, consistent with the 2030 Census IIP.

Below figure shows the ODMP relationship to other documents.

The ODMP leverages other processes and documents to describe the process for defining, tracking, and managing technical aspects of ODs. Appendix A, Reference Documents, provides a comprehensive list of these documents.

Figure A-1: Representation of the Relationships Between the Various Planning and Coordination Documents for the 2030 Census Program

Appendix B: Terms and Definitions

All the terms and definitions for the 2030 Census can be found at Enterprise Resources -

Enterprise Glossary (sharepoint.com). See the site address listed below.

https://uscensus.sharepoint.com/teams/PPSI/OII/eresources/SitePages/Enterprise_Glossary.as px