A census bureau launched a IT project to arm its census takers in the field with high-tech handheld devices that would save taxpayer money by directly beaming population data to the headquarters from census takers in the field. Census officials signed a $600 million contract with Harris Corporation in 2006 to build 500,000 devices but still weren't sure which features they wanted in the units. Census officials did not specify the testing process to measure the performance of the handheld devices. As the project progressed, 400 change requests to project requirements were added. Two years and hundreds of millions of taxpayer dollars later, the handhelds were far too slow and unreliable to be used for the 2010 U.S. census. What could Census Bureau management and the Harris Corporation have done to prevent this outcome?