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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


9.6P-Card


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




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




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




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!

the promise of robotics process automation in the p2p … · the promise of robotics process...

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