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Bank of America (top)
Bank of America, California: Throughout 1982, the Whitemarsh consulted with the Bank of America in California for the development of a payroll services control system. The control system was originally designed through data flow diagrams. The process model was not balanced or amenable to the bank's transaction processing. When database design became almost impossible to conceive, the approach was changed to data driven. The database design immediately became apparent and then the system's design became obvious.
The DuPont Corporation (top)
From 1982 through early 1984, the Whitemarsh Methodology was used with the DuPont Corporation on two database projects.
The first project, U.S. Marketing was initially attempted through a process oriented methodology that employed user-view analysis and then database design techniques.
Only after the methodology was changed to "data-driven" (Whitemarsh) and was combined with the standard DuPont structured design methodology (Spectrum Corporation) was success achieved in about six months.
The system design was presented to the Division's senior managers and was approved for implementation once the hardware inadequacy was resolved. The Whitemarsh methodology enable accurate hardware needs well in advance of any software implementation effort.
The second project, a Quality-Control project was designed to capture statistics from a manufacturing line concerning a medical product. The initial attempts were through the standard DuPont structured design methodology but without the Enterprise database front-end. Only after introducing Enterprise database, progress was quick, and the overall complexity was reduced by about 50%.
Federal Home Loan Bank Board (Freddie Mac) (top)
During the Summer of 1986 through the Spring of 1987, a series of papers and strategies were developed for the conversion of the Freddie Mac, a 200 billion dollar mortgage banking system, MIDAS.
Included in the studies effort was the evaluation and selection of the new MIDAS DBMS, the design and implementation of a repository prototype using the selected DBMS, and the modification and installation of the Enterprise database methodology.
Federal Government of Canada (top)
During early 1995, a key agency of the Federal Government of Canada contracted with the MITRE Corporation to perform an audit of a critical, bet-your-business database application. The client/server database application was being developed by a Big-6 consulting firm. The Whitemarsh methodology deliverables list and descriptions was employed as the basis of the database portion of the audit. Every critical aspect, that is, methodology, CASE, project plan, schedule, key personnel qualifications, and deliverables content and quality were determined to be in the “red” state. At the end of the audit, recommendations were made to remedy the situation.
The Grumman Corporation (top)
During 1989 and 1990, Whitemarsh was contacted by the Grumman Corporation for the Army Computer Aided Logistics System contract held by BDM, International and Grumman Data Systems to develop the detailed design of the meta-schema to hold the work products of the other members of the CALS (Computer Aided Logistics System) database design team.
Hershey Foods (top)
During the Summer and Fall of 1984, Whitemarsh was contracted to formulate the conceptual specification of an inventory management system for the Hershey Chocolate Company. The project was attempted a number of times previously via other methodologies. Once the Whitemarsh methodology was applied the project was quickly accomplished and then implemented during the Winter and Spring of 1985.
During the Winter of 1985 through Summer 1986, Whitemarsh worked with key business representatives from the Hershey Chocolate Company to define the data architecture for the entire corporation.
To facilitate the recording of the Hershey data architecture, the data model portion of the Whitemarsh metadata repository was implemented. Because of the Hershey DBMS and 4GLs, it took just three staff months
The Mars Corporation (top)
During 1995 and 1996, consulting services were provided to the Data Administration Department.
Designed was:
1. A country wide sales & marketing database,
2. Two inventory and production planning databases,
3. A worldwide enterprise data architecture that addressed the five classes of databases required for heterogeneous, client server world wide environments,
4. A complete methodology for developing data standardization to support multicultural, world wide organizations,
5. Several human resource databases,
6. A project management database and
7. An approach to enterprise wide metadata management through repository.
Supporting all these projects were implementations of aspects of the Whitemarsh metadata repository. Each aspect implementation caused the costs to be held down, the project estimates to be accurate, and the deliverables to both comprehensive and easily able to be maintained.
The MITRE Corporation (top)
During the late Summer of 1996, Whitemarsh worked with the MITRE Corporation as a key member of a systems engineering audit team that performed an extensive investigation of a ½ billion dollar Federal program. Other key members of the audit team were from UCLA and Stanford.
The 40 page report presented findings, recommendations, and detailed analysis of the program's systems architecture and engineering.
During 1992, and into 1993, the Whitemarsh methodology and Ron Ross's Resource Life Cycle Analysis technique was used to discover:
1. the critical MITRE resource lifecycles;
2. the subject area database designs for each life cycle;
3. the mapping of existing databases/files, information systems, MITRE's missions, and
4. MITRE's high-level enterprise wide database design to these life cycles in order to create a strategic, multiple year information systems development plan.
Rather than take the usual 20 staff years for IS development (IBM, Martin, or Finkelstein), the effort was built on the existing enterprise mission and data models for a total effort of about 5,000 staff hours (an 8 to 1 effort reduction).
In 1991 and throughout 1992, the Whitemarsh methodology was used to develop MITRE's Enterprise Data Model. Developed first was MITRE's 33 page infrastructure mission statement. The mission statement was then used to develop a high-level, non-redundant, integrated database design for MITRE's infrastructure data. The database design consisted of about 550 entity-types depicted over 40 entity-relationship diagrams.
Oracle/CASE was employed to create the diagrams and store all project metadata. All the metadata was stored in a multiple-user CASE tool. The enterprise data model is now being used to control the infusion of all infrastructure systems.
National Committee for Information Technology Standards (NCITS) (top)
During 2000 and 2001, Whitemarsh was engaged to develop a comprehensive membership management system for IT standards organizations within the U.S. This system, developed with Whitemarsh technology, is 6,000+ function points in size, and was developed for about 1/20th the standard industry costs.
State of California (top)
During the Summer and Fall of 1993, the state of California contacted with the MITRE Corporation to implement a repository (90 meta-entities and about 350 programs) to capture, store, and report the current systems specification and new requirements for the California Department of Developmental Services.
The existing system was completely undocumented and had to be documented prior to being successfully enhanced.
The meta models from Whitemarsh repository were used as the basis of the design of a custom built repository system. Because of CASE and code generators, the repository was built in less than 2 staff weeks.
The repository was loaded by California staff members in less than four months. The result was a computer-based set of all systems documentation.
The repository is now being used as the hub for all systems design and maintenance efforts.
State of Delaware (top)
During 1995, the State of Delaware contracted with the MITRE corporation to perform several tasks in support of their Public Safety reengineering effort.
The Whitemarsh enterprise database methodology was used to produce the deliverables that included:
1. identification and analysis of existing collected data (manual and automated) in all areas of public safety;
2. the creation of a Public Safety Database System mission statement;
3. the creation of database domains, subdomains, and business data objects in support of Delaware Public Safety;
4. the development of a complete database design that consisted of about 200 entities; and
5. the creation of a concept of operations for the new Delaware Public Safety Database System that identified optimized business processes through a three level client/server environment, GPS/GIS, universal incident number, and the data and process integration of all Delaware Public Safety agencies.
State of Ohio (top)
During the Winter of 1993 and through early Summer of 1994, the state of Ohio contracted with the MITRE Corporation to design a shared-data court's database and demonstration information system for the Supreme Court of the State of Ohio.
The Whitemarsh enterprise database methodology along with Oracle CASE and code generators to design a courts information system for a statewide distributed database information systems for all courts in the State of Ohio.
The Department of Defense Strategic Defense Initiative Office (Star Wars) (top)
During 1988 the Whitemarsh repository selection and evaluation questionnaire was employed by the U.S. DoD Strategic Defense Initiative Office (SDIO) to evaluate ten CASE tools.
The questionnaire pointed out significant weaknesses in a great many of the current "most popular" tools. SDIO, because of these weaknesses developed a CASE environment that saved significant funds and increased effectiveness.
United States Army (top)
From the Fall of 1984 through the Fall of 1985, Whitemarsh, PECO Enterprises, and the Computer Sciences Corporation developed a multiple database project for worldwide data collection and analysis for U.S. Army's Tank and Automotive Command.
The application dealt with vehicle (tank, truck, propelled canon, etc.) maintenance and logistics reporting.
The application was designed such that the application software was adaptable to the various database designs, without major reprogramming.
Whitemarsh taught its methodology, and acted as lead designer on the database and process design groups.
Prior to Whitemarsh, two contracts--over three years --for about $400,000 each had produced two custom designed systems. The ARMY then wanted 10 more systems in 18 months!
To accomplish this accelerated effort, the Whitemarsh enterprise methodology was employed. A repository, and a software development environment was built to hold the data processing infrastructure.
The initial bid was $488,000 to build the generic version (about 125% of a specialized system). The next system was to cost 60%, and the third through the tenth was to cost 40%.
When all was said and done, the generic system cost 80%, the second cost 40% and the remainder cost 20%.
The great savings were attributed to accelerating effects of the Whitemarsh enterprise methodology, the repository for all work products, and the software factory.
Starting in 2000, Whitemarsh has been providing informal consulting services to the Army’s Data Administrator. Starting in 2003 Whitemarsh was retained by the Army’s data administrator to assist in the creation and deployment of a Data Management Center of Excellence, through which the U.S. Department of Defense NC data goals could be achieved throughout the army.
United States Defense Logistics Agency (DLA) (top)
From the Fall of 1981 through the Spring of 1982, the Whitemarsh DBMS selection and evaluation questionnaire was used to develop a request for proposal (RFP) to help the Defense Logistics Agency select the most appropriate DBMS for their applications.
The Whitemarsh enterprise methodology was employed to understand the requirements of the application. The proposed DBMS was then cross-referenced to the requirements of the application.
The difference in existing DBMS capabilities and application requirements were so great that a very severe evaluation report was created indicating that total system failure would be the only outcome if the DBMS was not changed.
Starting in 2000, Whitemarsh has been providing informal consulting to the data administrator of the DLA in their formulation of a data management effort.
United States Department of Commerce (top)
Under contract with the Computer Based Systems Incorporated, the Whitemarsh methodology was used to manage a multimillion dollar Grant/Loan Accounting Management Information System (GLAMIS) database design and development project for the U.S. Department of Commerce.
Two project support systems were built for the project. PMDB, the Project Management Database, is a system for estimating tasks contained with a large scale database project. This system enables the creation of high-level client oriented tasks supplemented with standard Whitemarsh low-level detailed work tasks. The FASD, Functional Analysis and System Design system causes the capture of a database project's detailed process model. This PC based system allowed the project team to define, store, report, and iterate GLAMIS' process model until it was ready to be loaded into the mainframe repository.
United States Department of Veterans Affairs (top)
During 1991, the Department undertook a DBMS selection and evaluation effort of mainframe based DBMSs.
The Whitemarsh DBMS questionnaire of over 4000 questions was subsetted to just relational (3000 questions), and then employed to pick the best available DBMS for Department use.
Weighting factors were employed across the hundreds of questionnaire categories to provide a balanced set of answers. The outcome was of great surprise to the agency.
United States Department of Defense Office of Inspector General for Audits (top)
During the Summer and Fall of 1986, the U.S. DoD Office of Assistant Inspector General for Audits employed the Whitemarsh enterprise methodology to create a detailed specification of a management information system to support the inspection and audit activities of the Office of Assistant Inspector General for Audits.
The specification was provided to an implementation contractor. Success was achieved on first implementation.
Prior to Whitemarsh, the project had been attempted several times before through process driven techniques. Users were involved only during and interviewing stage.
Because of Whitemarsh, the approach was changed to data driven, and there was heavy involvement by critical users during the requirements and design stage. Success was immediate.
United States Navy (top)
During the Spring of 1985, the Whitemarsh enterprise database product list was used with the U.S. Navy through Systems Automation Corporation to determine the set of DBMS (ANSI/NDL and ANSI/SQL) facilities that should be employed by the U.S. Navy to achieve maximum application portability.
During the Summer of 1985, the U.S. Navy commissioned a RFP-based course to teach a selection and evaluation team the database technology that was the basis for the DBMS component of a multiple-hundred million dollar Naval Supply contract.
The team's result was the only part of the procurement not protested.
United States Office of Trademarks (top)
During the summer of 1982, the detailed Whitemarsh enterprise database product list was used to help the Office of Trademarks of the Department of Commerce audit the completeness of a contracts tracking system.
The tracking system's existing documentation was then copied and collated into the Whitemarsh enterprise database product tabs. At the end, there were a significant number of very important products missing. A report was written indicating what was missing and why the missing items could have disastrous consequences.
United States Social Security Administration (top)
During the Summer and Fall 1985, two conceptual specifications were generated for two projects: Quality Assurance and Quality Control.
The projects had previously been accomplished via the Social Security Administration's process driven standard methodology (Yourdon-DeMarco based). The resulting work was overly complex and if built would have resulting in a difficult to maintain system.
Whitemarsh's mission based, data driven, business data object methodology was used resulting in a complexity reduction of 50%. SSA reviews were well received and the contractor was then awarded the implementation extension.
During the Spring of 1982 The DBMS technology materials were employed to teach a course in DBMS technology. SSA needed to have a firm grasp on all the issues surrounding DBMS technology in advance of an agency-wide upgrade.
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