Cubic Corporation is a technology-driven, market-leading solutions provider that has been innovating in the public transportation and defense industry for nearly seven decades – having revolutionized elevators, global positioning, public transit fare payments and military training. With a strong foundation of software delivery through solutions such as the “Top Gun” air combat training system as well as the fare payment systems for public transportation platforms in many US and European cities, Cubic set out on a journey to double down on software innovation. A key to that transformation was shifting to a product mindset to accelerate delivery through its highly complex value streams. During this webinar, Tasktop CEO and founder, Dr. Mik Kersten interviews Jim Colson, CTO of Cubic Corporation on how their transformation is unfolding and lessons learned along the way. We cover Cubic’s use of the Flow Framework®, SAFe® and other industry standards and view some of the flow diagnostics identified by Tasktop Viz, where Cubic was able to accelerate the pace and velocity of delivery.

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Presenters
Dr. Mik Kersten
CEO & Founder
Tasktop
Jim Colson
Vice President & Chief Technology Officer
Cubic Corporation

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The Impact of
Tasktop Viz
Stories from the real world

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Providing Visibility
across Engineering
and Operations -
Transportation
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Transportation

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Steep increase in Defect work
What are we seeing here?
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1. Steep increase in defect
(red) work on March 22

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2. ServiceNow incidents and
problems added to metrics
1. Steep increase in defect (red)
work on March 22

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3. Dev (focused on features)
and Ops (focused on
defects) are seen together,
but why are we seeing all
that red?
2. ServiceNow incidents and
problems added to metrics
1. Steep increase in defect (red)
work on March 22

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4. An APM that identifies
anomalies and opens and
resolves issues using the
ServiceNow connector was
introduced
3. Dev (focused on features) and
Ops (focused on defects) are
seen together, but why are we
seeing all that red?
2. ServiceNow incidents and
problems added to metrics
1. Steep increase in defect (red)
work on March 22
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Next step is to analyze
ServiceNow work and to make
tech debt work visible and
actionable

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“We used this visibility to further
optimize Development and
Operations.”
-- Jim Colson, CTO, Cubic
41
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4. Next step is to analyze
ServiceNow work and to make
tech debt work visible and
actionable
3. Dev (focused on features) and Ops
(focused on defects) are seen
together
2. ServiceNow incidents and
problems added to metrics
1. Steep increase in defect (red)
work on March 22

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Surfacing WIP –
Mobile App
Transportation
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1. Flow Load is much higher
than predicted based on
Flow Velocity and Flow Time
• Avg daily Flow Velocity: 2
• Avg Flow Time: 6.6 days
• Predicted Flow Load: 2 x 6.6 = 13.2
• Actual Flow Load: 107
Weekly Avg Flow Velocity: 14
Daily Avg Flow Velocity: 14/7=2
Actual Flow Load: 107
Predicted Flow Load: 13
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2. Flow Load is stagnant,
indicating that only a portion
of WIP is moving to
completion
1. Flow Load is much higher than
predicted based on Flow
Velocity and Flow Time
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3. To drive this effort to
completion, there is 2
months of work to complete
2. Flow Load is stagnant, indicating
that only a small current of WIP
is moving to completion
1. Flow Load is much higher than
predicted based on Flow
Velocity and Flow Time
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3. To drive this effort to
completion, there is 2
months of work to complete
Where is work waiting?
2. Flow Load is stagnant, indicating
that only a small current of WIP
is moving to completion
1. Flow Load is much higher than
predicted based on Flow
Velocity and Flow Time
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107/2 = 53.5 days

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• Completed work is stalled in
“Ready for Test”
• User stories are “Not Ready” or
“In Review”
Where is work waiting?
3. To drive this effort to
completion, there is 2
months of work to complete
2. Flow Load is stagnant, indicating
that only a small current of WIP
is moving to completion
1. Flow Load is much higher than
predicted based on Flow
Velocity and Flow Time
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“We’ve been focusing on sprint
burn-up and burn-down charts. This
is helping us see the picture of how
to address the total WIP in the
overall system.”
-- Mobile Product Lead, Cubic
2. Flow Load is stagnant, indicating
that only a small current of WIP is
moving to completion
1. Actual Flow Velocity is lower than
what Flow Time would predict
3. To drive this effort to completion,
there is 2 months of work to
complete
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The impact of
‘Shelter at Home’
on productivity -
Transportation
Engineering
Transportation
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1. Wait time (light green)
increased significantly in
April after Shelter at Home
orders

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1. Wait time (light green)
increased significantly in April
after Shelter at Home orders
2. Flow Efficiency decreased in
April as well

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Flow Load is decreasing
• The team took the initiative to
groom their backlog which will
assist in the flow of business
value going forward
1. Wait time (light green)
increased significantly in April
after Shelter at Home orders
2. Flow Efficiency decreased in
April as well
3. A month after orders were
provided, Flow Load began
to decrease from end of
April onward

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1. Wait time (light green)
increased significantly in April
after Shelter at Home orders
2. Flow Efficiency decreased in
April as well
4. These changes should be
investigated for
improvement outcomes to
apply to a wider group
3. A month after orders were
provided, Flow Load began to
decrease from end of April
onward

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1. Wait time (light green) increased
significantly in April after Shelter at
Home orders
2. Flow Efficiency decreased in April
as well
4. These changes should be
monitored for improvement
outcomes to apply to a wider
group
3. A month after orders were
provided, Flow Load began to
decrease from end of April onward
“We are pleased thus far with what
we are learning through Tasktop Viz
and the Flow Metrics.”
-- Jim Colson, CTO, Cubic

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Q&A