Transit App 2.0
A complete transition of a decades-old public transit tool suite from dated on prem to AI-informed, cloud-based dashboard configuration simplicity. Included an agency portal, mobile app, and rider web app.
Mobile app refresh screens - as part of the refresh, we added better navigation and varied theming
“The project would not have been nearly as organized and efficient without Salem’s leadership, dedication, and hard work. Put simply, this major corporate effort would not have succeeded without their tireless contributions to the program.”
My Role
I was initially brought on under 2 senior project managers in order to learn the basics of project management and being a Scrum Master. I learned Agile methodology and managing tasks, the basics of admining Jira, Scrum ceremonies and backlog management.
However, the other project managers were pulled onto other projects and I soon found myself managing the entire project myself, including stakeholder management; scheduling and resource allocation; helping plan migration from the legacy platform to the new; and training customer-facing employees on the product.
The Product
The new image for the 20-year-old mid-market transit management product acquired by Cubic. This involved:
Customizable dashboards and easy configuration of settings previously handled by internal engineers
A new algorithm for bus arrival prediction times using machine learning & data analytics
A redesign of existing mobile apps and rider portal to match new marketing and brand
Roadmap to parity of all features of legacy product, which had been in development for over 10 years
Introducing SaaS model, CI/CD pipeline, and AWS-based Cloud architecture
Quick Facts
Shipped official “2.0” product launch, concluding 24 months of development, then 2 iterative follow up releases
3 teams, ~25 people
Over 500 requirements synthesized into prioritized backlog items
20 years of bespoke feature development from over 100 agencies roadmapped
Problem Solving Sample:
The Problem: New corporate requirements for software surfaced, blocking unmovable 2.0 launch already announced to customers & scheduled.
The Action: Prioritized list by product relevance, severity, customer impact, & level of effort to implement. Added these to backlog and proposed implementation schedule that was incremental and least disruptive to customers.
The Result: The launch happened on schedule, and company stakeholders accepted the incremental plan, documenting it to distribute to other teams as an acceptable cadence, minimizing disruption to other product schedules when adopting the list.
The Agency Portal dashboard, a completely new feature with configuration and customization that pulled from several databases and machine-learning algorithms