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The Promise of Robotics Process Automation in the P2P Space
KPMG Point of View
James P. Murphy, DirectorKPMG Advisory, Financial Management
What Robotics Process Automation (RPA) is
Potential business benefits of RPA
RPA has the potential to impact 40% of Business process functions as we know it today. Gartner predicts that over 60% will be within IT
There are now more than 200 companies that have formed to develop and commercialize this emerging technology
Integrated solutions to generate cognitive and analytic break-through and insights serving almost every single industry
RPA is software that is used to perform tasks normally performed by a human operator. Once configured, these “Bots” execute a sequence of activities following a defined set of instructions and rules. More advanced RPA tools include natural language and cognitive learning abilities…
LABOR AUTOMATIONCHARACTERISTICS
Cost take out for relevant functions40 % - 75 %
Model is scalable and islargely independent of labor growth
Transformative – new way ofdoing business
Access to “rocket scientists”who can codify manual processes
Revenue / profit NOT correlatedto people
What is RPA and, its potential business impact?
What Does RPA Do?• Robotics Process Automation (RPA) will remove the need for people to drive the close process. • Robots know exactly what they need to do and will follow end-to-end instructions consistently
every time.• RPA will identify the supervisor and approver and will reach out to them when approval is
required. RPA will escalate or automatically take action when needed.
What Does that mean for the Requirements?• With RPA you manage and monitor robots, who will interact with people only if really required.• Due to this paradigm shift, requirements for RPA are different compared to a situation where a
solution is managing a manually driven close process.
And Specifically?• Areas affected are: Progress Tracking, Governance and Compliance, Risk and Controls, Segregation
of Duties, • Instead of applying additional controls which enforce people to review other people’s work result,
people supervise results of the robot’s work, which is consistent by default.
Financial Close Tasks
Processing/Posting
Audit Trail/Documentation
FinancialControl
Reconciliation
RPA…a Paradigm Shift
• The Close becomes a non-event. Robots will follow
instructions
• First time right process. Robots know other robots tasks
• Monitoring and governance as part of the robot’s task
TASK MANAGEMENT
• Preparation performed by robot, auto-certifying 85% of the
accounts
• Robot identifies, understands and posts required corrections
as part of his task
• Approvers contacted only for accounts which are not auto-
certified
RECONCILIATION
• Most risks are related to manual labour during the process
• Controls are ALWAYS applied by the robot as part of his task
• Hence, controls are always effective, quality can be continuously
improved
CONTROLS
• The robot will perform the posting as part of his task,
immediately capturing all the results from the system
• Documentation is always available to the robot supervisor
POSTING
• The robot stores all information in the audit trail as part of his task
• This includes the reports/numbers/balances as well as all his notes
AUDIT TRAIL
What will you see in RPA?
Why RPA Matters for Finance and the CFO
RPA solutions are cutting across functions to realize immediate results across front to back office needs…
UI Path Interactive Media WiproCognizant
Arago
Genesys & IBM Watson
02
03
01
CLASS 1:Basic Process
Automation
CLASS 2:Enhanced Process Automation
CLASS 3:Autonomic/Cognitive
Finance» Account Closing» Automated Payments» Account Closing» Amend Direct Deposit
Details
» Cross check multiple systems, with structured and unstructured data, to ensure compliance
» Aggregate customer service trends and branch service requests to identify patterns and areas where additional training or management support is required
» Reducing operating and staffing costs through accurate forecasting and skills based routing
» An intelligent virtual personal assistant can rapidly solve customer problems and help users navigate and connect to the correct information
» A virtual agent can aid contact center agents with data-driven answers in real-time, including delivering online and video training to address issues
» Advisor receives assistance from a virtual assistant for transaction execution based on various customer insights, e.g. order history, late payments, preferred day / time of delivery, etc.
Solu
tion
Prov
ider
s Automation Anywhere Blue Prism
Automation Now
TCSIPSoft IPCenter IPSoft Amelia Celation
Payroll» T&E Analysis and
Reporting » Garnishments» Deduction Analysis
HR» Employee reference and
Background checks -Offender Registry(NSOR)
» Ei9 Audit» Benefits – 401K,
Disability, Group Life etc.
Contact Centers» Form Completion» Reporting» Account Changes
High value use cases across key automation solution providers
Transaction Focus
General Characteristics of a leading finance organization – Current to Future State
Optimized for accounting and historical reporting
Performs fiduciary and statutory requirements adequately (e.g., SEC reporting, SOX but is labor intensive
Limited involvement with business strategy due to ineffective business insight
Lacking in analytical skill sets and business acumen
High cost structure from decentralized finance resources, lack of standards and proliferation of financial systems
Information Focus…Top 10 Considerations
1. Global operating model with high leverage of shared services/Centers of Excellence
2. Business partner oriented role/strategic advisor
3. Information driven vs. transactional driven
4. Unified performance management platform that supports consolidation, planning, forecasting, and analytics (the right information)
5. Global/core ERP platform for core finance processes
6. Standardized, integrated, automated processes
7. Centralized, automated and preventive business controls / data, reporting and process governance in place
8. Optimized tax and treasury, tax-efficient supply chain
9. Simplified and standardized data structures (legal entities, cost centers, etc.)
10.Finance competency models and career path
Reporting and
Budgeting
Measuring andControlling
Financial Risk
Transaction Processing
Integrated Business and
Financial Planning
And Analysisfor Value Creation
Measuring and
ControllingFinancial
Risk/Managing Governance
Business Partnering
Services
Current State
Future State
Typical Total Cost of Finance is 1-2%+ of
Revenue
Typical Total Cost of Finance is .8 -1% of
Revenue
Create value for the
enterprise
Protect enterprise
value
OperateFinance
efficiently
Finance of the Future…Transaction Vs. Information Focus
How does robotics impact the finance organization? What is the Opportunity for Finance? Develop strategy and vision for the Finance target operating model to integrate automation and achieve higher efficiency of the finance organization and a significant reduction in OpEx. Potential Impacts to the Finance Organization: — Provides significant cost savings— Results in higher quality of data — Increases efficiency, speed, responsiveness and productivity — Increases control over processes and data— Reallocates talent pool as described below:
Rules Learning Reasoning01 02 03
Enhanced process automation Cognitive automation
Basic process automation
Rules & machine learning
Helps move finance and accounting resources from performing highly manual, repetitive tasks to work on higher value areas which require analytical thinking
Cognitive automation:
Further shifts finance and accounting resources to perform highly skilled tasks as automation can handle more complex activities using unstructured data
Today Tomorrow
Key automation opportunities within finance
Key Automation Opportunities highlighted below are based on the Level 2 processes with the highest potential % reduction in FTEs. These opportunities may provide significant cost savings opportunities for the finance organization. The details for these opportunities can be found in the appendices.
ID Process area Process % Reduction in FTEs
Est. opportunity (millions)*
1 Record to Report Month End Reporting 50% $10.7+
2 Record to Report Manage Process 40% $7.7+
3 Record to Report General Ledger Close 50% $6.2+
4 Source to Pay Requisition & Procurement
16% $16.2+
5 Source to Pay Purchasing 16% $11.9+
6 Source to Pay Supplier Management 26% $10.9+
7 Source to Pay Receiving & Storage 55% $5.8+
8 Plan to Perform Performance Reporting 37% $5.7+
*Estimates are based on percentage of activity that can be automated and cost benchmarks for organizations with market cap in excess of $20 billion. The key automation opportunities are for discussion purposes. The estimated opportunity values were derived by taking the estimated % reduction in FTEs due to automation (by analyzing each Level 3 process as illustrated in the appendices) and multiplying by the estimated FTE cost based on benchmarks. Actual values will vary by organization dependent on company’s operational size, complexity, current resourcing mix, level of outsourcing, and technology enhancements. KPMG can assist companies to identify specific opportunity estimates.
How should a CFO begin the finance automation journey?Outlined below is a high level guide a CFO can utilize to begin the finance automation journey
Develop a multifaceted strategy and roadmap for implementing automation in the finance organization
Select the right providers and partners to assist with the automation journey and roadmap
Establish a governance strategy to help oversee the finance automation program and ensure benefits expected are realized
Establish a change management strategy to ensure effectiveness of adoption of automation throughout finance
Identify and prioritize the finance areas for automation
RPA Opportunities & Benefits for Purchase to Pay
Opportunities & benefits in purchase to pay process
QualityGovernance
control & compliance
Accuracy Process improvement Speed Efficiency
—Informative & Analytics
—Issues Tracking —Reliable data for
decision making—Increases inter-
department trust in shared data
—Robot can do 100% checks
—Reduces risk of fraud
—Compliance with latest regulatory requirements
—Development of accounting policies
—Sustainable and efficient advancement to ongoing vendor master data management
—Enhanced KPIs —Tightens
controls around manual JEs
—Greater performance & accuracy of invoice coding in the system
—Eliminates rate of human error
—Advanced analytics
—Less time and effort spent on issue resolution with vendors
—Less manual intervention within matching process
—Reduce volume of manual reclassesnecessary for miscoded data
—24/7/365 availability
—Reduce time required to produce reports for decision making
—Reduce cycle times for: Recording receipt of goods as well as receiving/validating/approving/posting invoices
—Faster availability of KPIs and SLAs
—Free up data entry resources for more value-added activities
—Improved service delivery model
—Decreased need for training
—“Minimum touch” P-card program
Considerations and vendors & market trends for purchase to pay
Considerations:
— Requires structured data within well-defined parameters
— Tools are at the presentation layer and may not correct the issue’s root cause in the master data/IT system
— Availability and accessibility of large amounts of historical data to model and code
Vendors & Market Trends:
— Automation Anywhere & UI Path: enables desktop automation, work flow, activity recorder
— Tata Consultancy Services: “Knowledge Harvesting” to assess facts, their relationships, and infer conclusions
— IBM Watson & WIPRO Holmes: Advanced analytic capabilities for analyzing tax trends and reallocations
Significant Cost SavingsBy implementing automation in the Purchase to Pay process area, the estimated percentage reduction in FTEs and reduction in FTE cost are presented below. The estimates were derived using FTE benchmarks and assumptions on FTE cost. The actual savings depends on current process maturity, service delivery model, and tools already leveraged.
Type of opportunity for automation & robotics Source to pay process decomposition
3.0Requisitioning
3.2Approve
Requisitions
3.1Process &
Review Requisitions
4.0Purchasing
4.2Create/
Distribute Purchase
Orders
4.1Solicit/Track
Supplier Quotes
6.0P-Card
Administration
6.1P-Card Set Up
6.4P-Card Vendor
Payment
6.3P-Card
Reconciliation
6.2 P-Card Purchase
Approval
8.2Validate,
Approve, and Post
Invoices
8.5Support Invoice
Inquiries
8.0Invoice
Processing
8.3Manage
Exceptions
8.6Close
Accounts Payable
8.1ReceiveInvoices
8.4Generate
Payment File
P-Card Administration PaymentReceiving &
StorageRequisition
& ProcurementSourcing & Contracting
11.0System
Maintenance
11.2Perform
Master DataMaintenance
11.1Maintain System
Interfaces
11.3Perform SystemUpdates
Reporting
5.0Receive Order
5.3Record
Receipt of Goods
5.2Delivery
Acceptance
5.5Monitor Quality of
product/services
5.1Order
Exception
5.4Research/Resolve
Exceptions
5.6Support Inventory
& Production Processes
Process Governance
1.0Sourcing Strategy
1.2Develop
Procurement Plan
1.1Maintain Supplier Strategies (Legal,
Risk, Tax)
1.4Match Needs
to Supply Capability
1.3Gather Supplier Requirements
1.5Set Inventory
Strategy
1.6Analyze
Company Spend Profile
2.2SupplierSelection
2.0Supplier & Contract
Management
2.1Gather
Market & Supplier
Intelligence
2.3Contract
Negotiation & Management
2.4Supplier On-boarding and Master Data Management
2.4Create & Measure
Supplier KPIs
2.4Evaluate Supplier
Performance
7.1Employee T&E
Set Up
7.0Time &
ReimbursableExpenseAdmin.
7.3T&E
Report/System Admin
7.4T&E Report Audit
& Approval
7.2Credit Card
Administration
7.5T&E Exceptions
Follow up/ Resolution
7.6T&E Payments
9.0Reporting &
Analysis
9.2SLA Reporting &
Analysis
9.1Spend Reporting
& Analysis
9.4Working Capital
Reporting & Analysis
9.3Operations Reporting &
Analysis
9.5Inventory
Reporting & Analysis
9.6P-Card
Reporting & Analysis
Leve
l 2
Proc
ess
Gro
up
10.0Manage Process
10.2Manage Non-
Invoice Inquiries
10.1MaintainPolicies &
Procedures
10.4Develop &
Maintain Internal Controls
10.3Perform Audit
Activities
10.5Evaluate & Implement
Improvement Opportunities
10.6RetainRecords
Leve
l 3 P
roce
ss
Cognitive LearningRule-Based Automation Machine LearningNot Applicable
# Level 2 process
1 Sourcing & Contracting
2 Supplier / Contract Management
3 Requisition & Procurement
4 Purchasing
5 Receipt of Goods / Services
6 P-Card Administration
7 T&E Administration
8 Invoice Processing
9 Reporting & Analysis
10 Process Governance
11 System Maintenance
Prioritization of automation opportunities
Complexity Index HardEasy
Weighted B
usiness Benefit
High
Low
High Benefit, Low Complexity High Benefit, High Complexity
Low Benefit, High ComplexityLow Benefit, Low Complexity
2
9
3
4
5
6
7
8
1
10
11
# Level 2 process
1.3 Gather Supplier Requirements
2.1 Gather Market & Supplier Intelligence
2.3 Contract Negotiation & Management
2.4 Supplier On-Boarding & Master Data Management
4.1 Solicit/Track Supplier Quotes
4.2 Create/Distribute Purchase Orders
5.3 Record Receipt of Goods
5.4 Research/Resolve Exceptions
6.1 P-Card Set Up
6.3 P-Card Reconciliation
6.4 P-Card Vendor Payment
7.1 Employee T&E Set Up
8.1 Receive Invoices
8.2 Validate, Approve, and Post Invoices
8.3 Manage Exceptions
8.6 Close Accounts Payable
9.1 Spend Reporting & Analysis
9.2 SLA Reporting & Analysis
9.3 Operations Reporting & Analysis
9.4 Working Capital Reporting & Analysis
9.5 Inventory Reporting & Analysis
9.6 P-Card Reporting & Analysis
10.2 Manage Non-Invoice Inquiries
11.2 Perform Master Data Maintenance
Prioritization of automation opportunities
Complexity Index HardEasy
Weighted B
usiness Benefit
High
Low
High Benefit, Low Complexity High Benefit, High Complexity
Low Benefit, High ComplexityLow Benefit, Low Complexity
5.3
8.18.2
2.4
6.1
7.1
8.3
9.1
9.29.3
9.49.5
9.6
10.2
11.2
8.6
2.1
2.3
6.36.4
4.1
4.21.3
5.4
8.1 Receive invoices
Organizational elements & Application system
Car
ries
ou
t &
Sup
port
sC
arri
es o
ut
& S
uppo
rts
L4/L5 ACT/TASK
Receives Invoice
8.1.2L4/L5 ACT/TASK
Capture invoice in the system
8.1.3
L4/L5 ACT/TASK
Issue invoice
8.1.1StartROLE
Supplier
ROLE
Accounts Payable Associate
L3/L4 PROC.LINK
Validate, Approve and Post Invoices
8.2
SourcingStrategy
Supplier/Contract
Management
Requisition/Purchasing
Invoice Processing
P-Card Admin.
Receipt ofGoods/Services
Manage Process
Reporting & Analytics
System Maintenance T&E Admin.
Legend
Rule-Based Automation Machine Learning Cognitive Learning
Carr
ies o
ut
& S
up
po
rts
Organizational elements & Application system
L4/L5 ACT/TASK
Perform entry in Payable
8.2.1L4/L5 ACT/TASK
Control mandatory information
8.2.3L4/L5 ACT/TASK
3 Way Match : Price ordered * Quantity received = Price
invoiced
8.2.4L4/L5 ACT/TASK
Invoice automatically blocked
8.2.5Differences found ?
Yes
ROLE
Accounts Payable Associate
L3/L4 PROC.LINK
Receive Invoices
8.1L3/L4 PROC.LINK
Manage Exceptions
8.3
No
APPLICATION
Financial Management
Application System
8.2 Validate, Approve, and Post Invoices
SourcingStrategy
Supplier/Contract
Management
Requisition/Purchasing
Invoice Processing
P-Card Admin.
Receipt ofGoods/Services
Manage Process
Reporting & Analytics
System Maintenance T&E Admin.
Legend
Rule-Based Automation Machine Learning Cognitive Learning
Type and availability of automation (1/2) Source to pay
Level 2 process Level 3 activityType of robotic/automation opportunity
Opportunity availability Solutions & vendorsRule-based
automation Machine learning Cognitive learning
1.0 Sourcing Strategy 1.3 Gather Supplier Requirements Short Term Watson Analytics engine2.0 Supplier & Contract Management 2.1 Gather Market & Supplier Intelligence Short Term Watson Analytics engine2.0 Supplier & Contract Management 2.3 Contract Negotiation & Management Short Term Watson Explorer
2.0 Supplier & Contract Management 2.4 Supplier On-Boarding & Master Data Management Short Term Watson platform, Other analytics
engines4.0 Purchasing 4.1 Solicit/Track Supplier Quotes Short Term Watson platform, Others4.0 Purchasing 4.2 Create/ Distribute Purchase Orders Short Term TBD
5.0 Receive Order 5.3 Record Receipt of Goods Long term
— RPA: Automation Anywhere, Blueprism,
— Cognitive Automation: Watson Explorer/ Other analytics engines
— Rules Engine: iLog/iRules— Open Source/ Commercial : Natural
Language interpreters5.0 Receive Order 5.4 Research/ Resolve Exceptions Long term Same as above
6.0 P-Card Administration 6.1 P-Card Set Up Short Term
— Lockbox style integration, cloud models to external sources.
— Automation Anywhere and Blueprism as well.
6.0 P-Card Administration 6.3 P-Card Reconciliation Short Term Automation Anywhere, Blueprism
6.0 P-Card Administration 6.4 P-Card Vendor Payment Long term
— RPA: Automation Anywhere, Blueprism,
— Cognitive Automation: Watson Explorer/ Other analytics engines
— Rules Engine: iLog/iRules— Open Source/ Commercial : Natural
Language interpreters1.0 Sourcing Strategy 1.3 Gather Supplier Requirements Short Term Watson Analytics engine
2.0 Supplier & Contract Management 2.1 Gather Market & Supplier Intelligence Short Term Watson Analytics engine2.0 Supplier & Contract Management 2.3 Contract Negotiation & Management Short Term Watson Explorer
7.0 Time & Reimbursable ExpenseAdministration 7.1 Employee T&E Set Up Short Term Automation Anywhere, Blueprism
8.0 Invoice Processing 8.1 Receive Invoices Short Term— GHX/Coupa, Lexmark/Canon,— Automation Anywhere, IBM
Watson, Blueprism
Type and availability of automation (1/2) Source to pay
Level 2 process Level 3 activityType of robotic/automation opportunity
Opportunity availability Solutions & vendorsRule-based
automationMachine learning
Cognitive learning
8.0 Invoice Processing 8.2 Validate, Approve and Post Invoices Long term
— RPA: Automation Anywhere, Blueprism,
— Cognitive Automation: Watson Explorer/ Other analytics engines
— Rules Engine: iLog/iRules— Open Source/ Commercial : Natural
Language interpreters
8.0 Invoice Processing 8.3 Manage Exceptions Long term Same as above
8.0 Invoice Processing 8.6 Close Accounts Payable Long term Automation Anywhere, Blueprism9.0 Reporting & Analysis 9.1 Spend Reporting & Analysis Short Term Automation Anywhere, Blueprism9.0 Reporting & Analysis 9.5 Inventory Reporting & Analysis Short Term Automation Anywhere, Blueprism9.0 Reporting & Analysis 9.6 P-Card Reporting & Analysis Short Term Watson Analytics engine or others
7.0 Time & Reimbursable ExpenseAdministration 7.1 Employee T&E Set Up Short Term Automation Anywhere, Blueprism
8.0 Invoice Processing 8.1 Receive Invoices Short Term— GHX/Coupa, Lexmark/Canon,— Automation Anywhere, IBM
Watson, Blueprism
8.0 Invoice Processing 8.2 Validate, Approve, and Post Invoices Long term
— RPA: Automation Anywhere, Blueprism,
— Cognitive Automation: Watson Explorer/ Other analytics engines
— Rules Engine: iLog/iRules— Open Source/ Commercial : Natural
Language interpreters
10.0 Manage Process 10.2 Manage Non-Invoice Inquiries Short Term Watson Analytics
11.0 System Maintenance 11.2 Perform Master Data Maintenance Short Term Other analytics engines
Note:Short Term: Approximately Today–3 yearsLong Term: Approximately 4–10 years
How KPMG Can Help
KPMG is a Leader in Digital Strategy
March 2015: IDC names KPMGDigital Enterprise Strategy Leader
March 2015: Forrester names KPMGLeader in Mobile Enterprise AppService Providers
Recent KPMG Digital Labor (Cognitive/Robotic) Automation Engagements
Establishing an RPA roadmap Major financial services provider
RPA transformation / ImplementationMajor telecom provider
Establishing a contact center strategyMajor telecom provider
Cognitive Automation strategy and roadmap - Large healthcare provider
“Click to Chat” Contact Center AssessmentMajor technology services provider
■ Providing you with the tools and insight to assess:– How your business services organization compares to peers and leading business services organizations– Where the opportunity for further value exists– What you can do differently
■ Supporting the development or re-evaluation of your business services strategy and design■ Ideally informed by means of a completed current state assessment and/or value assurance■ Analyze opportunities requiring for operational benefits, savings ■ Conduct key stakeholder workshops to share findings and seek assistance in prioritizing the opportunities
■ Identify and manage the pilot solution build■ Develop implementation roadmaps, provide architecture assistance in defining/designing the target solution with technical
feasibility analysis of RPA opportunities across various business units ■ Taking you through a successful implementation by offering program and workstream management, and specialist change
management support
■ Helping you get the best of the governance data that is measured and reported, in order to maximize value from business services
■ Evaluating opportunities for Digital storefront■ Develop vendor selection and scoring criteria■ Provide initial hypothesis on potential vendors, assist in vendor scoring and evaluation and identify transformation opportunities
Business services maturity assessment
Strategy and solution development
Roadmapexecution
Governance optimization and Vendor
selection
■ Development of ‘Go to Market’ strategy■ Identify market penetration opportunities ■ Development of market based comparators based on desired capabilities
■ Conduct workshops to communicate and share KPMG’s thought leadership on RPA■ Leverage KPMG’s industry insights to refine current business strategy leveraging RPA solutions across all functional capabilities■ Identify transformation opportunities leveraging the solutions across the various classes of RPA
RPA discovery
Commercial Orientation and Strategy
How KPMG can support your business services transformation
Sample approach to implementing RPA
Exploratory stage Industrialization phaseDevelop algorithm
6-8 weeks Dependent on scope/complexity of architecture3+ months
TOP DOWNHypothesis driven approach Based on Lean Principles and existing Business Process Model.
BOTTOM UPData driven approachIgnoring existing Business Process model. Purely looking at Data.
Baseline process (FTE) to establish gateways where user processing based on data is required to make judgement and concentrate your data analysis on these
Get all data (structured or unstructured used in a process develop hypothesis of how data is correlated
— Test Logic with experienced users in workshops
— Assess whether there are cognitive moments that if automated can substantially increase probability
— Develop model/POC (algorithm). Test and train algorithm
— Establish minimum data points required to arrive to high probability outcome and rationalise data model
— Choose provider
— Develop robotics APIs by combining of rules based, Machine Learning and Cognitive APIs as required by each process
Integrate with BPM that provides the “glue” between ERP/Cloud and APIs
— Put into production
— Track benefit
— Realise effectiveness and efficiency
Benefit Delivered in budgets
Benefit Realised in Actuals
Transforming operations leveraging RPA: Our approach to identifying and managing RPA opportunities
Portal entry for potential
opportunities
Workforce productivity analysis
Brown bag sessions with Business/Functional Owners
Town hall sessions and team meetings
Training program with coaching and mentoring
Methods – Identify opportunities through multiple avenues
Establishing multiple methods to capture RPA opportunities, a vetting process, and a benefits model formed our approach to identifying and managing opportunities.
Vetting – Select and prioritize good RPA opportunities
Good Opportunities
Benefits – Capture benefit projections and report actuals
Time Indicators
Financial Indicators
Error Reduction Indicators
Performance Indicators
Bot Capacity Indicators
Bot Work Complete Indicators
Gamification Dashboard
Business Unit Specific
Regular Reporting &
Visibility
Based on our experience, some of the common pitfalls as you embark on ramping up the RPA Program include:
Common pitfalls/challenges
Automation product maturity and future vision defines automation effort and frequency of version upgrades/bug fixes
Maintaining consistency in scripting practices across a widely distributed developer population without adequate governance may be challenging
Quality assurance/gating process for production deployments may be overwhelming for the CoE, especially during early stages of the program
Benefits management/capture will be challenge when automations are run on non-prod machines
Ownership of Risk and Compliance aspects often tend to be challenging especially with DevOps org model with limited empowerment to the CoE
Implementation support demands are inconsistent across distributed developer population as the learning curve involved varies largely
Gaining ‘mechanized ID’ access for bots to access business applications may invite skepticism and resistance
Tracking business application change impacting bot functionality will require revisiting existing change management process
Our Approach: Developing automation CoEVENDOR SELECTION RPA CENTER of
EXCELLENCE (CoE) & Pilot roll-out
PROOF of CONCEPT (POC) DEVELOPMENT
— Develop the RPA Program Charter
— Identify candidate process for automation and suitability for RPA POC
— Prioritize & select use case(s) for POC
— Identify the vendor(s) for the POC
— Define the scope and success criteria of the POC solution
— Design and configure the identified POC process in the selected tool(s)
— Validate & demonstrate the POC to the stakeholders
— Document feedback and potential desired capabilities as inputs for the RPA vendor selection
— Develop RPA standards, guidelines, tools and templates
— Define work space, methodology
— Define standards, naming conventions
— Create framework for reusable libraries
— Identify and define roles and responsibilities, organization structure, operating and delivery model with the goal to increase RPA maturity and adoption
— Develop Benefits/Value management framework for reporting & communication
— Develop and document training plans for process and business users
— Develop the CoE implementation & adoption plan
— Design, Configure and test the Pilot process on the selected tool
— Validate the process with the stakeholders and deploy the pilot solution
— Develop vendor selection criteria to evaluate the vendor tool(s) leveraged for the POC
— Collate vendor scores, provide assistance in scoring where required
— Review vendor scoring, work with the stakeholders to adjust scoring incase of discrepancies
— Develop the vendor selection report for MetLife to begin contracting with the selected vendor
— Outline benefits and develop business case if required
— Develop RPA Opportunity catalog, identify processes for pilot roll-out, potentially extending the POC process for the pilot implementation
Continuous Program, Change and Value Management
Steps to success
Scope• Agree on the processes in scope
• Agree on entities in scope• Agree on go-Live approach (waves)
• Project planning• Agree on resulting project plan
Organization & Kick-Off
• Define new roles if required• Define responsibilities in organization (global,
regional, process, operations etc.)• Define responsibilities in Project• Formally Setup Project
RPA Project Methodology
Analyze As-Is• Review documentation and Task Lists • Identify Task Definitions in Processes
• Determine standardization and deviation• Document all current manual steps per Task Definition
• Document all manual process controls and business rules per Task Definition
Functional Design To-Be• Design To-Be Processes and resulting Task
Definitions• Decide on Standards (regional, global)• Decide on allowed deviations• Create Functional Specification for Task Definition• Define Milestones• Define escalation matrices
Provision FCA Solution• Prepare FCA environments• Prepare SAP environments
• Integrate FCA into application landscape • Basic configuration in order to be ready for
Technical Design
Technical Design To-Be• Configure Task Definitions• Unit Test Task Definitions• Configure Close Template and all Tasks• Create Test Cases and Descriptions for Integration
testing and User acceptance testing
Training• Training for process owners
• Training for key users• Training for IT operations
Test• Integration Testing: Functional Test for individual
Tasks to work as designed and complete close• User Acceptance Test:• Test end to end close process with key users and end
usersGo-Live
• Final preparations of productive Environment
• Execute the go-live as agreed
Post Go-Live• Steering Group summary workshop• Post go-live support• Discuss further processes or roll-outs• Start continuous improvement process
Conclusion
Thank You!
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