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From Factories To Flow: Streamlining Software Delivery at Cubic Corporation

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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From Factories To Flow: Streamlining Software Delivery at Cubic Corporation

  1. 1. © 2020 Tasktop
  2. 2. © 2020 Tasktop Presenters Dr. Mik Kersten CEO & Founder Tasktop Jim Colson Vice President & Chief Technology Officer Cubic Corporation
  3. 3. © 2020 Tasktop The Impact of Tasktop Viz Stories from the real world
  4. 4. © 2020 Tasktop Providing Visibility across Engineering and Operations - Transportation S1 S2 S3 Transportation
  5. 5. © 2020 Tasktop Steep increase in Defect work What are we seeing here? S1 S2 S3 1. Steep increase in defect (red) work on March 22
  6. 6. © 2020 Tasktop S1 S2 S3 2. ServiceNow incidents and problems added to metrics 1. Steep increase in defect (red) work on March 22
  7. 7. © 2020 Tasktop S1 S2 S3 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
  8. 8. © 2020 Tasktop 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 S1 S2 S3 Next step is to analyze ServiceNow work and to make tech debt work visible and actionable
  9. 9. © 2020 Tasktop “We used this visibility to further optimize Development and Operations.” -- Jim Colson, CTO, Cubic 41 S1 S2 S3 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
  10. 10. © 2020 Tasktop Surfacing WIP – Mobile App Transportation S1 S2 S3
  11. 11. © 2020 Tasktop 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 S1 S2 S3
  12. 12. © 2020 Tasktop 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 S1 S2 S3
  13. 13. © 2020 Tasktop 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 S1 S2 S3
  14. 14. © 2020 Tasktop 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 S1 S2 S3 107/2 = 53.5 days
  15. 15. © 2020 Tasktop • 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 S1 S2 S3
  16. 16. © 2020 Tasktop “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 S1 S2 S3
  17. 17. © 2020 Tasktop The impact of ‘Shelter at Home’ on productivity - Transportation Engineering Transportation S1 S2 S3
  18. 18. © 2020 Tasktop S1 S2 S3 1. Wait time (light green) increased significantly in April after Shelter at Home orders
  19. 19. © 2020 Tasktop S1 S2 S3 1. Wait time (light green) increased significantly in April after Shelter at Home orders 2. Flow Efficiency decreased in April as well
  20. 20. © 2020 Tasktop S1 S2 S3 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
  21. 21. © 2020 Tasktop S1 S2 S3 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
  22. 22. © 2020 Tasktop S1 S2 S3 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
  23. 23. © 2020 Tasktop Request a Tasktop Viz Demo go.tasktop.com/viz-demo-request
  24. 24. © 2020 Tasktop Q&A

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