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ANSI Standards (top)
Whitemarsh has been a member of ANSI's INCITS Technical Committee on Database Languages since 1978. Whitemarsh Serves as the committee's only secretary to date and one of two remaining charter members of American National Standards Institute (ANSI) International Committee for Information Technology Standards (INCITS) Technical Committee on Database, known as DM32.2. DM32.2, founded as X3H2 in 1978, meets six times a year, and its DBMS vendor members include IBM, Microsoft, Sybase, Oracle, Teradata, and Ingress.
Since 1978, DM32.2 has considered hundreds of technical change proposals to the CODASYL 1978 JOD (Journal of Development), and, in August 1984, DM32.2 finished work on the first American National Standard for databases, the NDL (Network Data Language). This standard specifies the syntax and semantics for both the schema and the subschemas of network structured databases and specifies the semantics for a data manipulation language. NDL, modeled after the CODASYL data model, was released for public review in January 1985 and accepted as an American National Standard in 1986.
In 1982 DM32.2 began to standardize a version of the relational data model through the IBM-donated language, SEQUEL. Renamed SQL by DM32.2, basic SQL was completed and became an American National Standard in 1986. DM32.2 also completed the follow-on standards SQL:1989 and SQL:1992, which were based on the relational data model. DM32.2 completed work on SQL:1999, which is based on table-centric object-oriented data structures and methods. SQL:1999 has been advanced by the successor standards SQL:2003, SQL:2008, SQL2012. SQL:2015 is currently under development.
DM32.2 develops database language features based on an initial concept that is advanced through technical papers, example-based prototypes, assessments against existing SQL standard features, and SQL DBMS product implementations. At the end of these multi-year efforts, members of DM32.2 propose motions and take votes. The process leads to creation and maintenance of alliances among the involved parties. The alliances created buy-in from SQL vendors, which engenders quick and conforming SQL feature implementation within SQL DBMS products. Features are proposed internationally after American SQL standards are developed, with the intent of creating an international database language standard.
Bank of America (top)
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.
CareFirst Corporation (top)
Whitemarsh performed data architecture work for the CareFirst (Blue Cross and Blue Shield) Association that services the federal Government and commercial customers throughout Washington, D.C., metropolitan area.
Determined requirements, engineered and designed databases, information systems, and consulted on program engineering to provide accurate health care statistics. Engineered appropriate data model for both DB2 and Oracle DBMSs; consulted on massive data extraction and reformulation of data from history; assisted systems analysts, functional experts, and programmers on daily on-line Claim Processing System; and designed and developed two prototypes to assist in modeling and validation.
The first prototype was for storing and manipulating the system, database, and software specifications; the second for taking source data extracts and creating proof of engineering and specification test data loads.
The DuPont Corporation (top)
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)
Whitemarsh developed 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 metadata management system that was based on the schema developed for Yourdon. This schema became a foundational component of the Whitemarsh Metabase System. The developed repository prototype used a Network data model DBMS.
Whitemarsh also taught and installed the detailed work breakdown structure of its developed data-centric business information system methodology.
Federal Government of Canada Payroll System (top)
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 which was a ½ billion dollar Federal program. Other key members of the audit team were from UCLA and Stanford.
The IVV effort focused on the Canadian Federal Payroll System, which was significantly over budget. 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.
Whitemarsh led IVV of database component. Assessed prior contract's deliverables against Metabase required deliverables and data models and determined key steps had been skipped. Developed risk statements and presented to Canadian federal agency.
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 40 page report presented findings, recommendations, and detailed analysis of the program's systems architecture and engineering. Efforts provided information required to determine to cancel program.
The Grumman Corporation (top)
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 metadata management system database schema to hold the work products of the other members of the CALS (Computer Aided Logistics System) database design team.
Hershey Foods (top)
Whitemarsh was intially 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 implemented.
Based on this success, Whitemarsh worked with key business representatives from the Hershey Chocolate Company to define the data architecture for the entire corporation. Thereafter,
Whitemarsh developed a complete enterprise data model to guide integration of numerous stove-piped order-management, finance, manufacturing, inventory, and logistics information systems. Whitemarsh then created strategy to develop life cycle for all critical business data, which provided basis required to identify all necessary databases, reference data, and inter-linkages to ensure complete interoperability throughout life cycle.
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. This system metadata management system captured, maintained, and reported on all appropriate data and process metadata.
The Mars Corporation (top)
Consulting services were provided to the Data Administration Department to enhance Mars's enterprise data modeling effort for a large class of stove-pipe based databases and applications. Mars had engineered large collections of high-level enterprise and worldwide data models to serve as guidance templates for creating databases and data-centric business information system models. During this engagement, Whitemarsh delivered the following:
- A country wide sales & marketing database,
- Two inventory and production planning databases,
- A worldwide enterprise data architecture that addressed the five classes of databases required for heterogeneous, client server world wide environments,
- A complete methodology for developing data standardization to support multicultural, world wide organizations,
- Several human resource databases,
- A project management database, and implementation of aspects of the Whitemarsh metadata management system. Each component 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 1992, and into 1993, the Whitemarsh methodology and Ron Ross's Resource Life Cycle Analysis technique was used to discover:
- The critical MITRE resource lifecycles;
- The subject area database designs for each life cycle;
- The mapping of existing databases/files, information systems, MITRE's missions, and
- 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).
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.
International Committee for Information Technology Standards (INCITS) (top)
Whitemarsh was engaged to architect, engineer and implement a comprehensive membership management system for IT standards organizations within the U.S. The effort was completed in less than one year and for less than $350K and ran without modification for eight years. The cost was about 1/20th the standard industry costs. The Initial set of artifacts consisted of dBase files developed over years through ad hoc projects.
The system was implemented Whitemarsh database-centric methodology to create mission, database domain, organization, and function models that were reviewed, revised, and approved to create fundamental design; created series of data-centric prototypes to prove design. The database included over 100 tables and information system was 6600 function points in size.
The system was replaced by an web-based system that has yet to match its functionality.
Prince George's County Public Schools
Supported, as an IV&V contractor (pro-bono), the reengineering and replacement of school system's finance, inventory, payroll, and personnel IT systems. Met with functional experts, attended vendor meetings, chaired weekly problem-solving sessions, and created progress reports for Chairman of Board of Education. Persuaded ERP vendor to donate over $1.5 million in consulting services PGCPS; also created cooperative working environment that included Chair of Board of Education, Superintendent of Schools, senior officers of the Oracle Corporation, and integrated staff teams.
The IVV effort focused on Staffing, Subject Matter Experts, JAD Sessions, Acceptance Testing, and User-Performance Testing. Analysis of school system work plan indicated only half of required PGCPS staff were assigned to project, which caused Oracle Corporation (implementation contractor) delays and cost overruns. Worked intensely with PGCPS Project Manager to define the staffing problem and worked with other management to assign adequate resources. PGCPS also had not identified key subject matter experts, which resulted in under-designed deliverables and significant rework; worked with PGCPS to assign adequate SME resources and project progressed.
Participated in JAD sessions with both the implementation contractor staff and PGCPS staff integrated teams to discuss initial requirements, the ERP system capabilities, necessary modifications, and prototyped operational scenarios. Efforts resulted in cooperation and accelerated progress.
Assisted in the creation and use of highly engineered acceptance tests that were conducted until implemented ERP system performed as contracted. Reengineered acceptance tests into function-based groupings to serve as user performance tests supervisors could employ to assess if PGCPS staff could adequately operate the ERP system.
State of California (top)
The state of California contacted with the MITRE Corporation to engineer a major extension to California's Disadvantaged Medical Assistance System. This project was impossible at first because the prior implementation contractor had not created engineering, implementation, and maintenance documentation. The existing system was completely undocumented and had to be documented prior to being successfully enhanced.
The meta models from Whitemarsh metadata 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 resultant metadata management system had (90 meta-entities and about 350 data centric processes) that captured, stored, and reported the current systems specification and new requirements for the California Department of Developmental Services.
The California agency's operational teams were employed to reverse-engineer existing system into the Metabase and to develop requirements and preliminary engineering. Engineered extension and developed comprehensive documentation. California retained Metabase for continued use.
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 Public Safety Reengineering (top)
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:
- Identification and analysis of existing collected data (manual and automated) in all areas of public safety;
- The creation of a Public Safety Database System mission statement;
- The creation of database domains, subdomains, and business data objects in support of Delaware Public Safety;
- The development of a complete database design that consisted of about 200 entities; and
- 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)
The state of Ohio contracted with the MITRE Corporation to design a Courts management system for all levels of courts across Ohio. The Whitemarsh enterprise database methodology along with Oracle CASE and code generators were employed to design a courts information system and to create an operational prototype so that the architecture and design could be evaluated. The ultimate objective was the creation of a comprehensive and thoroughly validated technical component of a state-wide implementation RFP.
The CENTECH Group (top)
Whitemarsh was contracted to provide expert data management services for the development of a series of proposals to U.S. Federal Government agencies. Whitemarsh received, analyzed, and set out proposal development plans for RFPs (request for proposal). Whitemarsh developed submission documents related to Management, Staffing, Technical, and Transition.
Whitemarsh consulted with a number of other bidding corporations, internal staff, and various proposal review committees.
Whitemarsh participated in the development of proposals to the U.S. Department of State, the Department of Homeland Security, the United States Coast Guard, the General Services Corporation, and the Veterans Administration.
The United States Department of Defense Strategic Defense Initiative Office (Star Wars) (top)
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 Tank Automotive Command (top)
Whitemarsh, through a contract that Computer Sciences Corporation had with PECO Enterprises, developed a multiple database project for worldwide data collection and analysis for U.S. Army's Tank and Automotive Command (TACOM). These projects captured fielded equipment and weapon systems maintenance events. The application dealt with vehicle (tank, truck, propelled canon, etc.) maintenance and logistics reporting.
Prior to Whitemarsh's efforts, two contracts--over three years --for about $400,000 each had produced two custom designed systems. The ARMY wanted 10 more systems in 18 months. The existing stove-piped custom architecture was not only not scalable, it would have prevented any TACOM wide analysis and reporting of the logistics needs of its tank and automotive systems.
Whitemarsh was contracted to serve as the chief architect for the development of a new integrated, interoperable and scalable architecture for all these database and logistics management information systems. The Goal was to create reliability, availability, and maintainability statistics to support ordering and worldwide deployment of fielded equipment parts and repair kits.
The Engineered database architecture was readily able to be modified and re-deployed for different fielded equipment. The Whitemarsh approach also ensured implementation contractors delivered databases and logistics information systems of value to U.S. Army. Project resulted in tenfold decrease in cost of databases and information systems.
Whitemarsh taught its methodology, and acted as lead designer on the database and process design groups. Whitemarsh also engineered and implemented a design of its metadata management system that held all the project work products in a single integrated database.
The initial bid was for the first of these new 10 logistics systems was $488,000 and included the design and implementation of the generic version (about 120% of a specialized logistics system version). The next system was to cost 60%, and the third through the tenth was to cost 40% each.
When all completed, however, the generic system cost 80% ($320K), the second cost 40% ($160K) and the remainder cost 20% ($80K).
The great savings were attributed to accelerating effects of the Whitemarsh enterprise methodology, the repository for all work products, and the software factory.
United States Army Office of the CIO (top)
Whitemarsh provided informal consulting services to the Army's Data Administrator within the Office of the CIO. The effort provided assistance to the data administrator in the creation of its Net Centric data management program.
Developed policy, guidance, courses, workshops, white papers, seminars, consulting, and assessments. Presented the Army Net Centric Data Management Program to both industry and throughout the DoD and Civilian sectors with broad acceptance.
Assisted in authoring Army policy and high level procedures for data engineering and interoperability. Created a several hour presentation on data interoperability and presented it to the Army's Data Harmonization Integration Working Group and the Office of the CIO of the Army Material Command.
United States Army Office of the CIO- Data Management Center of Excellence (top)
Whitemarsh assisted in the creation and deployment of a Data Management Center of Excellence, through which the U.S. Department of Defense Net Centric data goals could be achieved throughout the army.
United States Defense Logistics Agency (DLA) (top)
Whitemarsh was contracted to develop a DBMS selection RFP. Whitemarsh based the RFP on its DBMS selection and evaluation questionnaire that would be most appropriate for a specific DLA's database application.
The Whitemarsh database project methodology was employed to understand the requirements of the existing DLA application which employed a DBMS that had been previously employed. 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.
United States Department of Commerce (top)
Whitemarsh was contracted by CBSI (Computer Based Systems Incorporated) to replace a failed project manager on an almost terminated project with the U.S. Department of Commerce effort for the engineering and specification of a Grant Loan Management Information System (GLAMIS).
Whitemarsh employed the Whitemarsh methodology to manage the engineering and specification effort. Performed extensive requirements analysis and database design and conducted extensive reviews and revisions.
Two project support systems were built for the project. The first, PMDB, the Project Management Database, was 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 second, FASD, Functional Analysis and System Design system was a metadata management system based on the Whitemarsh metabase system data model and process designs that caused the capture of a database project's detailed data and process model. This PC based system allowed the project team to define, store, report, and iterate GLAMIS' process model until it was validated and approved by the Department of Commerce.
United States Department of Homeland Security Earned Value (top)
Whitemarsh provided enterprise data architecture to a DHS contractor as they engineered a series of earned value management (EVM) reports and analyses for the DHS. Developed an overall data architecture for an integrated set of data warehouse star schemas. Delivered engineering and design assistance to EVM teams in support of contractor subcontracts, materials acquisition and management, and the integration of corporate accounting and time reporting systems.
United States Department of Homeland Security- SEVIS II (top)
Whitemarsh supplied independent verification and validation services to a DHS/ICE IV&V contractor in the area of data management. Created a 90 page detailed approach to data management IVV including step-by-step processes for the examination of deliverables by contractors to the DHS. Attended numerous requirements, design, program management, system life cycle management, testing, training, and end-user documentation meetings in order to assess adherence to data management best practice. Received and performed detailed content and risk analysis of documents related to functional requirements, system requirements, system design, data conversion, and database architecture and engineering as these relate to data management best practice. Created 21 different sets of critical data management analysis reports and delivered these to the IVV contract manager for delivery to the DHS.
United States Office of Personnel Management (top)
Replaced a non-performing contractor and developed federal government-wide personnel database to serve as the federal HR data warehouse. Worked with multiple federal government agency committees to review requirements and complete revisions. Created architecture and design to capture data from various federal agencies and store it in an HR data warehouse for the Office of Personnel Management. Architecture was based on retaining existing set of federal agency HR ERPs and creation of multi-agency ETL environment that extracted warehouse-relevant data on timely basis and stored it in the federal HR data warehouse. Overall strategy ensured an HR metadata infrastructure based on common semantics and data interoperability.
United States Department of Veterans Affairs (top)
The Department of Veterans Affairs 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.
Whitemarsh developed an overall data strategy and work plan for integrating a large collection of operating database models into an enterprise architecture. Effort included selection of appropriate data modeling tools, and the building of multiple data model levels that ensure integration, interoperability, and non-redundancy.
United States Department of Defense Office of Inspector General for Audits (top)
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 Department of Justice U.S. Marshals Service (top)
Developed procedures and strategies for reverse engineering functional requirements documents into data model requirements. Worked with end-user clients in the gathering of functional requirements for the development of a data warehouse database. Performed an in-depth analysis of two existing databases to determine data model inadequacies. Created several whitepapers on the proper approach to data architecture within the U.S. Marshal's service. Developed and performed an automated analysis approach to comparing database models including the inductive creation of business data elements as a first step in creating enterprise data architectures.
United States Navy (top)
Whitemarsh was contracted to develop a training course for the evaluators of the database management systems (DBMS) component of a large-scale logistics application proposal by contractors. Whitemarsh employed the work product list from its database project methodology as the basis for determining DBMS given the logistics application requirements that were specified in other sections of the RFP.
Whitemarsh used its extensive knowledge of commercially available DBMSs to set out the positive and negative aspects of possibly bid DBMSs. The resulting course was taught over a week to the evaluators. The evaluators subsequently evaluated the contractor proposed DBMSs, and based on their knowledge formulated conclusions developed recommendations as to which DBMS would be most suitable for the logistics application. The team's findings and report was the only part of the procurement not protested.
United States Office of Personnel Management (top)
Replaced a non-performing contractor and developed federal government-wide personnel database to serve as the federal HR data warehouse. Worked with multiple federal government agency committees to review requirements and complete revisions. Created architecture and design to capture data from various federal agencies and store it in an HR data warehouse for the Office of Personnel Management. Architecture was based on retaining existing set of federal agency HR ERPs and creation of multi-agency ETL environment that extracted warehouse-relevant data on timely basis and stored it in the federal HR data warehouse. Overall strategy ensured an HR metadata infrastructure based on common semantics and data interoperability.
United States Office of Trademarks (top)
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-Projects (top)
Whitemarsh was contracted to assist with two project conceptual specifications: Quality Assurance and Quality Control. These two projects were required to be developed using the Social Security Administration's process-driven methodology. That methodology, however was preventing the contractor from making acceptable deliverables.
Whitemarsh recommended that the contractor replace the Social Security Administration's process-driven methodology with the Whitemarsh database project methodology that is data-driven.
Once the Whitemarsh data-driven methodology was implemented, there were intense data analysis and data modeling efforts that quickly resulted in the configuration and engineering of the business information systems. The deliverables were configured and provided to the Social Security Administration.
This methodology replacement effort led to the discovery that business information systems engineered through data-driven techniques have four times fewer system components than those implemented through process-driven techniques.
When the Whitemarsh mission-based, data-driven, methodology was used, it resulted in a reduction of overall complexity by 50%. SSA reviews were well received and the contractor was then awarded the implementation extension.
United States Social Security Administration-Training (top)
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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