Business, Technology, Internet and network concept. Young businessman working in the field of the future, he sees the inscription: integration


Lockheed Martin


Massive Integrations...


  • 250+ source systems
  • Integrated to 1 Data Vault EDW
  • Servicing over 5000 business users daily with sub-second query response times
  • Over two thousand unique reports
  • Crossing 10 lines of business
  • Tracking Rocket Builds from Start to Launch

(circa 1997, still active today)

Lockheed Martin began their journey with Data Vault in 1990.  We had tried multiple times to solve their business problems in Astronautics (tracking rocket builds, people, parts, financing, payloads, etc…) for many years.   Different approaches were used, from Waterfall, to Spiral methodologies – and from Operational (3rd normal form) to Dimensional modeling.  We even tried MOLAP, HOLAP, and ROLAP – none worked.  None scaled properly, none handled real-time updates.

More to the point, we didn’t have a proper methodology that would work across multiple geographically split teams.  IT could not work together without a charge number, and all business sponsors cared about were their own silo’ed answer sets..  However much of that changed with our business sponsor and our build out using Data Vault.

We had the challenge of integrating 250+ source systems (125 of them in six months) with a team of 3 and 1/2 people.  If we count the business users / sponsors, then our team size would increase to 7.  These source systems tracked everything from contracts, to procurement, to finance, to HR, and of course rockets and their payloads.  Billion dollar contracts, and hundreds of thousands of part assemblies.

The business not only wanted lean-initiatives and cycle time reduction, they wanted to see rocket builds from end to end, and compare that with year over year – so they could understand if the business decisions they were making were better or worse.   From 1990 to 2000, our team built, designed and applied Data Vault modeling, methodology, architecture, and implementation to achieve success on a grand scale.

We leveraged CMMI level 5, six sigma, TQM, lean-initiatives, cycle time reduction, and self-service BI to achieve massive results with small team sizes.  We became agile before agile became “cool.” Our teams were able to provide results in 4 hour turn around times when our competing IT teams were still estimating 90 days for the same work.


Issues We Dealt With


Process (people & tech)

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