robotic automation center (roc) · rpa is continually evolving - version 3.0. expense receipt demo....
TRANSCRIPT
Uma Natarajan, [email protected]
Jim Walker, [email protected]/govpath -User group
www.uipath.com/government -Whitepapers and government news
Robotic Automation
Center (ROC)
UiPath
2
3
RPA is continually evolving - Version 1.0
4
Connect to
system APIs
Move files
and folders
Open emails
and attachments
Make calculations
Log in to any application
Extract content from
documents, PDFs, emails
and forms
Read and write
to databases
Scrape data
from the web
What Can Software Robots Do?
Here are some of the tasks that can be easily handed over to the Robots
5
Anything That Can Be Automated, Will Be
Finance Supply Chain IT HR Customer Services
• Process-to-pay
• Order-to-cash
• Record-to-report
• Inventory management
• Demand & supply
• Planning
• Invoice & contract
• management
• Server & app
monitoring
• Routine
maintenance &
monitoring
• Payroll
• Onboarding &
offboarding
• Benefits
administration
• Address change
• Password reset
• Payments
• Scheduling
appointments
• Order modifications
6
RPA is continually evolving - Version 2.0
Demo:
UiPath Computer Vision
Demo:
UiPath Computer Vision
9
RPA is continually evolving - Version 3.0
Expense Receipt Demo
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Our robots learn 3 types of Cognitive Skills
Specialized, Industry and Solution SkillsA growing collection of best-in-class Skills from UiPath ecosystem partners and experts
Visual UnderstandingHuman-like recognition of UI elements
Document UnderstandingInsight into new sources of unstructured
data
Process Understanding
Opportunities derived from analyzing user patterns
Conversational Understanding
Sentiment of text, chat, and voice inputs
EMBEDDED SKILLS
Custom Tools and SkillsAI Skills custom built for your business and brought to the UiPath platform
GO!
CUSTOM SKILLS
ECOSYSTEM SKILLS
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Robots, AI and Humans Seamlessly Working Together to Ensure Accuracy and Consistency in Labeling
• Nutrition labels are on all PepsiCo products
• Design agencies submit labels for seasonal designs, promos,
and specials
• Innovative use of computer vision and deep learning to detect
label data
• Pattern matching detects anomalies in label details
identifying errors in ingredients, nutrition facts, calorie block,
and marketing statements
• Increases PepsiCo's ability to rapidly and efficiently review labels
prior to placement on a PepsiCo product
• Benefits include reduced chance of product label errors, mitigating
reputational risk, and avoiding possible penalties and fees
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The AI Fabric VisionApply AI in 30 Seconds to Solve Real World Business Challenges
AI Fabric
Build
Improve
Manage
Deploy
UiPath
Technology
Partners
Customers
Invoice
Processing
Insurance Claims
Processing
Contact
Center
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RPA is continually evolving - Version 4.0
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1 2 3 4 5 6
18
19
AcceleratingHumanAchievement
OUR PURPOSE
The Problem
The Problem
The Problem
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83% increase in the number of people using the internet in just five years!
24
Global Data Created Each Day
:30
1990 1995 2000 2005 2010 2015
ERP & spreadsheets
digitize existing work
•Same work
•Faster and easier with tech
•Digital transformation of the enterprise
•Overwhelming and disconnected tech
Modern technologies promise the “future of work”
SIMPLE COMPLEX
The Problem
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Necessary work is not necessarily work employees @ HUD must do!
TheWeaver
bot
HUD-27011
Submission of insurance benefits.
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Unprecedented Leadership supportThe President’s Management Agenda lays the foundation needed to address the critical challenges where Government as a whole stilloperates in the past. – PMA 2018
The Trump administration plans to refocus agencies across government to ensure they steer their employees away from “low-value work.” The Office of Management and Budget is coordinating these efforts with the General Services Administration and Office of Personnel Management, which will continue to reform “burdensome data collection and reporting requirements.” - FY 20 Budget of the US Government
Reducing the burden of these low-value activities and redirecting resources to accomplishing mission outcomes that matter most to citizens. [Agencies should] develop and implement strategies for shifting resources to high-valueactivities” –OMB 18-23 memorandum
The administration directs agencies to “prioritize AI investments” in their spending. The initiative also calls for better reporting of AI R&D spending by agencies, in order to create an overview of how much is spent across the government. – AAII Executive Order
Agencies shall manage the digital identity lifecycle of devices, non-person entities (NPEs), and automated technologies such as Robotic Process Automation (RPA) tools and Artificial Intelligence (AI), ensuring the digital identity is distinguishable, auditable, and consistently managed across the agency. This includes establishing mechanisms to bind, update, revoke, and destroy credentials for the device or automated technology. – OMB-19-17 memorandum
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What is Robotic Process Automation (RPA)
• Robotic Process Automation is the technology that allows anyone today to
configure/train/develop computer software, or a “robot” to emulate and integrate the actions
of a human interacting within digital systems to execute a business process.
• Bot working with you (digital intern), integrated into your workflow using your credentials
• Bot working independently but remembering where the process paused with its credentials
• Bot working independently on heavy lift back office activities working with its credentials
• RPA robots utilize the user interface to capture data and manipulate applications just like
humans do
• Robots interpret, trigger responses and communicate with other systems in order to
perform on a vast variety of repetitive tasks
• RPA software robot
• never sleeps (consider planned and unplanned outages)
• make zero mistakes (exceptions are not mistakes they are “I don’t know”)
• and when mapped to the right process, improve mission, free staff and save fiscal resources
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What can Robotic Process Automation (RPA) do?
• Gather/post data from
multiple systems
• Reconcile invoices with
spreadsheets or ticketing
systems
• Extract data from external
websites using VPN
• Assemble and prepare
data for Analysis – think
ML or AI
• Generate “accurate”
briefings & reports – think
Tableau
• Send signed and
encrypted emails – using
its account
• Copy & Paste text translated
from the web to a word
document
• Nominate or redact text for
review
• Sentiment Analysis of email or
a document.
• Assign work to your staff the
robot does not understand –
exception handling
• Create tickets in SNOW or
your ticketing system.
• Read .pdf, extract data, enter it
into a ticketing system and
archive the original .pdf
• Disseminate finished products
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What was UiPath?
Studio Orchestrator Robots
BuildDemocratize the design
and testing of workflows,
from the simple to the
complex
ManageSecurely deploy and
manage automations
RunRobots work with your
applications to carry
out automations
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We knew there was more and now our End-to-End Automation Process
Measure
Align RPA operations
with strategic business outcomes
with powerful, embedded analytics
Engage
The system of engagement for
humans and robots working together
Run
Robots work with your application
stack to carry out automations
Manage
Deploy and manage
automations
Build
Democratize the design of workflows,
from the simple to the
complex
Plan
Scientifically plan your RPA
implementation, powered by AI
StudioTest
Automation
Design Tools
StudioX
BuildDemocratize the design of
workflows, from the simple to the
complex
PlanScientifically plan your RPA
implementation, powered by AI
ExecuteRobots work with your
application stack to carry
out automations
MeasureAlign RPA operations with
strategic business outcomes
through powerful, embedded
analytics
The UiPath Platform
Management Tools
Orchestrator
Cloud Platform
Visual
Understanding
Conversational
Understanding
Document
Understanding
AI Skills
AI Fabric
Management Tools
Custom Ecosystem
Long-Running Workflows
Robots
Unattended
Robots
Attended
Robots
Sc
ali
ng
au
tom
ati
on
sExplorer Expert
Process Understanding
Explorer Enterprise
RPA & Business Analytics
Insights
Manage
Deploy and manage
automations
Connect Enterprise
CoE Enablement
Your Applications
Engage
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The UiPath Platform: An End-to-End Automation Suite
Plan
Scientifically plan your
RPA implementation,
powered by AI
Build
Democratize the design
and testing of workflows,
from the simple to the
complex
Manage
Securely deploy and
manage automations
Run
Robots work with your
applications to carry
out automations
Engage
The system of
engagement
for humans and robots
working together
Measure
Align RPA operations
with strategic business
outcomes with powerful,
embedded analytics
Connect
Explorer Studio Orchestrator Robots Apps Insights
34
The UiPath Platform: Bringing Business Process Automation and IT Management Operations Together
Connect
Explorer Studio Orchestrator Robots Apps Insights
Test Automation
Business Users, Citizen Developers,
Process Owners, Business Analysts
RPA Developers, IT System Administrators,
IT Service Managers, Compliance Managers
Uma Natarajan, linkedin.com/in/uma-natarajan
Jim Walker, linkedin.com/in/jim-walker
Consider connecting
with us . .
BREAK . .
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PHASES OF AN RPA PROGRAM
Many organizations after a successful pilot struggle to define a path forward to a successful ramp-up
of their automation program: a preparation phase is needed
Phase One
A Successful Pilot
• Few processes automated
• Early time savings
achieved
• IT environment
understood
• Small group of RPA
specialists trained
• Issues specifics to the
organization discovered
• Technology fully tested
Phase Three
Full Rollout-Industrialization• Implementing process
automation roadmap
• Fully building your
capabilities according to the
chosen delivery model and
knowledge transfer
• Integrating new automation
technologies (e.g. Intelligent
OCR, chatbots, AI)
Phase Two
Roll-out Preparation
• Engaging and securing key
stakeholder’s and C level backing
• Defining the scope of the RPA
program
• Developing a high level automation
roadmap
• Agreeing on a delivery approach
• Securing funding for the program
• Designing an operating model
Further Quick wins
Automating next wave of quick wins
to keep momentum while building
strategic approach
37
MAIN TASKS OF A PREPARATION PHASE
During the preparation phase organizations need to secure the backing of the C
level and build a realistic roll-out plan
A
Engaging key stakeholders and securing their backing
B
Defining the scope of the RPA program
C
Developing a high-level automation roadmap
D
Agreeing on adelivery approach
F
Designing anoperating model
E
Building a high-level business plan & securing funding
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ENGAGING KEY STAKEHOLDERS
It is crucial to engage the C level and key stakeholders as soon as the
early benefits of an RPA pilot are visible
A
DEFINING RPA PROGRAM SCOPE
Ideally, in agreement with key C level stakeholders, the first question to tackle is the scope and ambition of the program
B
The scope can be staged and conditional to some milestones being met, but it is highly recommended that these are explicit and that the ambition of the program be known at the onset
Functions Entities Geographies
Which functions will be covered by the RPA program: only back offices functions (e.g. finance, HR, procurement) or also front office functions (e.g. customer support, sales)
How many entities / business units should be covered?
Should the program include all geographies or should be limited to only few locations?
KEY DIMENSIONSOF SCOPE
The Scope and ambition of the program will have direct implications in term of:
Delivery Approach
Operating Model
Level of Funding
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DEVELOPING AUTOMATION ROADMAP
Prior to engaging into a roll-out it is useful to have a “heat map” of the
automation potential across at least a sub-set of the organization
C
HIGH LEVELASSESSMENT CRITERIA
ILLUSTRATIVE
41
PROCESS ANALYSIS AND PRIORITIZATION
C
HIGH LEVELASSESSMENT CRITERIA
42
AGREEING ON DELIVERY APPROACH
To determine the delivery approach, it is important to first understand the different stages
of the automation life cycle and make the distinction between business and technical
steps
D
Business Steps Technical Steps
Step 1Processidentification
The application of a methodology by which the right processes are chosen and prioritized according to their potential and complexity.
Step 2Process assessment
The analysis in detail of processes to see if the potential and complexity assessed at first still hold and to assess the extent to which the process can actually beautomated.
Step 3Processredesign
Invariably, upon automation, organizations discover that their processes are not as standardized, optimized, documented or followed as they thought. Hence, this is an opportunity to optimize the process.
Step 4User stories definition
The description of the process to its most detailed steps and understanding potential exceptions (technical and business) in order to develop robust RPA workflows that will be passed on to RPA developers
Step 5Development
In this step, based on the work done in step 4, actual RPA workflows are programmed and the process is automated.
Step 6UAT
The automated process is tested to observe its behavior and to correct potential bugs and catch potential exceptions that might have been missed during step 4 & 5.
Step 7Hyper-care
It is recommended that, for a period of 2 weeks, the process be carefully monitored by the team who developed the automation to correct any remaining issues until a high level of reliability is reached.
Step 8Operational support
In this step the robot performance is continually monitored Workflow errors are tracked and fixedAutomation scripts are updated when needed
THE 8 STEPS OF AUTOMATION
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BOT Implementation Framework
Opportunity Scoping Process Due-Diligence Business Case
Build RPA Solution Solution Design Prepare RPAHypercare RPA Test RPA Solution
Wave
Plan
nin
g
Sup
po
rt (O
ngo
ing)
Incident Management Change Management
Identify opportunity basis CoE structure and priority
Diagnosis by SME interview,Ascertain automation potential,quadrants and benefits
Function wise business case demonstrating efforts, timelines and
ROI
Process deep dive to identifyAutomation potential, associatedimplementation effort and high levelsolution designAgree on adapted solution design
for automated process
Build automation workflow peragreed solution
Run testing cycles for in scopeprocesses for automation
Run testing cycles for in scope processes for automation
Monitor and support post go-live
Define, Design and Implement change
Build and maintain communicationchannel to handle exceptions(Business and Technical)
Discovery Methodology
Implementation Methodology*
Support, Change Management and Optimization
Exception Management
1
2
3
Go-Live
44
AGREEING ON DELIVERY APPROACH
A mixed delivery model with in-house and external teams could be used
throughout the automation cycle and evolve overtime
D
Step 1Processidentification
Step 2Process assessment
Step 3Process redesign
Step 4User stories definition
Step 5Developmentt
Step 6UAT
Step 7Hyper-care
Step 8Operational support
Full in-house RPA team
Mixed process assessmentand automation teamsinternal process identificationand support teams
Mixed automation teams with in-house process assessment andmaintenance teams
Full outsourced RPA team
Insourced
Outsourced
Co-sourced
45
SECURING FUNDING
Combining the results observed at the pilot stage and the high level roadmap with decisions about
scope and delivery model, a business plan can be built as a foundation to secure funding for the
program
E
DESIGNINGAN OPERATING MODEL
The operating model for RPA will ultimately be determined by four factors: the maturity of the RPA deployment, the scope, the chosen delivery model and finally the organization’s existing structure
F
ScopeNarrow vs. Large
MaturityBuild vs. Run
Delivery ModelInsource vs. Outsource
Existing organizationCentralized vs. Decentralized
RPAOPERATING
MODEL
KEY DRIVERS OF AN RPA OPERATING MODEL
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FROM BUILD-UP TO RUN
The operating model will obviously need to evolve as an organization matures from the early stages
of automation to a more mature run mode
F
Main tasks
• Assess and prioritize few
processes to be robotized
• Develop RPA and put into
production robotized processes
• Further train people
• Set-up working model with IT
organization
• Interact with RPA vendor
Modus operandi
• Project based
• Informal
• Agile
• Ad hoc
• Limited funding
Main tasks
• Ensure smooth functioning of
existing robots
• Continue to automate new
processes
• Manage changes (process
change, application change,
decommission etc.)
• Perform security / compliance
functions
• Interact with the IT organization
Modus operandi
• Structured
• Defined budget
• Operational SLAs
Center of ExcellenceCoE
Robotics Operation CenterROC
FROMBUILD
TO RUN
DESIGNINGAN OPERATING MODEL
RPA PROGRAMMATURITY
48
During the preparation phase all five components of the evolving
and future operating model need to be tackled
F
ROLE SKILLS STRUCTURE
GOVERNANCE PROCESSES KPIs
DESIGNINGAN OPERATING MODEL
KEY DIMENSIONSOF AN RPA ORGANIZATION
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DESIGNINGAN OPERATING MODELF
Multiple skills are required to develop and maintain an automation program
ROLE SKILLS STRUCTURE GOVERNANCE PROCESSES KPIs
Step 1Processidentification
Step 2Process assessment
Step 3Processredesign
Step 4User stories definition
Step 5Development
Step 6UAT
Step 7Hyper-care
Step 8Operational support
Process Subject
Matter expert
RPA Scrum
Master
RPA Process
Analyst
RPA Solution
Architect
RPA Developer
RPA Controller
IT Security
Specialist
IT Infrastructure
Specialist
This is a process expert that will provide her
input in step 1 to 3
This is in effect an automation project
manager using the agile approach
Her role consists of understanding in detail the
process and business requirement and propose
a new process design suitable to automation
Works hand in hand with business analysts and
developers to ensure solidity of design and
development work
Develops the automation based on user stories,
participates also in UAT and hypercare
Monitors and optimizes robots performance,
performs root-cause problem analysis
Interface with IT organization and ensures that
all IT security best practices are followed
Interface with IT organization to ensure that IT
infrastructure is ready and compatible for
robots deployment and maintenance
50
DESIGNINGAN OPERATING MODELF
In addition to the level of operational responsibilities the RPA organization will have, it can operate
with different levels of centralization
ROLE SKILLS STRUCTURE GOVERNANCE PROCESSES KPIs
51
In a decentralized model, the RPA organization can be for instance a COE with the main role of
defining standards and methodology, while business selects the processes and IT performs the
automations
1ROLE SKILLS STRUCTURE GOVERNANCE PROCESSES KPIs
DESIGNINGAN OPERATING MODEL
DECENTRALIZEDEXAMPLE
52
In a centralized and strong operational model, the RPA organization is a ROC that actually owns and
delivers automation to business units while coordinating with IT and vendor. Most required skills are
within the ROC
2ROLE SKILLS STRUCTURE GOVERNANCE PROCESSES KPIs
DESIGNINGAN OPERATING MODEL
CENTRALIZEDEXAMPLE
53
DESIGNINGAN OPERATING MODEL
In a hub & spoke and hybrid model, the RPA organization takes on the responsibility for the technical
steps of automation while the business steps are owned by the businesses themselves. The RPA
unit also acts as a global coordinator of the automation process
3ROLE SKILLS STRUCTURE GOVERNANCE PROCESSES KPIs
HUB & SPOKEEXAMPLE
54
DESIGNINGAN OPERATING MODELF
To whom the RPA unit reports will be the consequence of the type of organization chosen. Whatever
the case may be, we suggest to establish an automation council with representatives both of
business and IT
ROLE SKILLS STRUCTURE GOVERNANCE PROCESSES KPIs
Potential Options for formal reporting of the RPA organization
The Automation Council
The Automation Council periodically reviews the activities and results of the RPA organization on a company wide basis to ensure alignment with company strategy and IT overall roadmap and strategy. It can also act as an escalation entity board for prioritizing automation opportunities when need be. It can also review and approve annual budget
Country Leader/Business Leader
RPA organization formal executive in charge
IT leadership
RPA organization Leader
Head of Shared Service Center organization
(local or global)
Head of IT(local or global)
Head of Business Units(local or global)
RPA organization Leader RPA organization Leader RPA organization Leader
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DESIGNINGAN OPERATING MODELF
There are several key processes that need to be defined for the proper functioning of the RPA
program
ROLE SKILLS STRUCTURE GOVERNANCE PROCESSES KPIs
KEY PROCESSES OF AN ONGOING RPA PROGRAM
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DESIGNINGAN OPERATING MODELF
Finally a performance management framework should be
defined in order to keep track of the overall RPA program
performance
ROLE SKILLS STRUCTURE GOVERNANCE PROCESSES KPIs
Automated Processes SLAsMonitors the performance of automated processes in terms of total efficiency createdEstablish and monitor SLA
Financial KPIsMonitors the financial benefits and associated costs obtained from an RPA program implementation
Virtual WorkforceCapacity KPIs
Monitors RPA virtual workforce capacity and optimization potential
Employee KPIsMonitors employee development within the CoE, enabling assessment regarding
department structure, resource availability etc.
PERFORMANCEFRAMEWORK
PERFORMANCEMANAGEMENTFRAMEWORK
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Robotic Operations Center – Key Offerings
Pitfalls to Avoid & Key
Takeaways
Practical Experience
59
Centralized and Federated ROCs
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1. Identify Your Team (Centralized & Federated)
2. Start Training & Mentoring
3. Decide/Publish Security & Credential approach
4. Manage Idea Pipeline for Automations (IPA)
5. Decide RPA Development Lifecycle Approach
6. Publish RPA Governance & Map to Lifecycle
7. Install/Configure Additional Tools
8. Perform Maintenance & Operations
9. Publish Metrics & KPIs
10. ROC Best Practices
EXTRA: Sample Rollout Milestones
RPA Concepts Section
Building the ROC
Table of Contents
ROC 10-Step Guide
August 019
Keep Quality High
Speed Results through Culture of Enablement
Centralize the Guidance
Distribute the Productivity
Key Points
Federated ROCs• Automation creation, Maintenance, Support
• Process and pipeline ownership
• Accountable for ROI
• Business change management
• Level 1 & 2 Support
Centralized ROC• Governance, compliance, standards
• Education, enablement
• Knowledge share, best practices
• Infrastructure, licenses, IT ops
• Create/Configure ROC Footprint
• Monitoring, HA/DR
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1. Identify your Team
Keep quality high by requiring RPA
CertificationPlan for Stability
Focus on Removing Hurdles
Build for Scale
Key Points:
The Centralized team forms the central focus for RPA Maturity and Scale within the organization.
This team not only directs automation, but enables a cultural shift to “Automation First” thinking.
Rather than “controlling” the RPA approach, the Centralized ROC enables and mentors the
Federated ROCs, supporting it with infrastructure, guidance, and training.
To optimize results, this team must be dedicated staff, and properly RPA Certified.
ROC Type Roles Duties Skills
Both ROC Manager Communications, KPIs, Personnel Mgmt, Project
Mgmt, Schedule
Senior PM Skills, Agile
certification
Both RPA Solution Architect Ensure quality approach for automation design RPA Certification
Federated IPA (Idea Pipeline for
Automations) Manager
Process intake, documentation, scoring, mapping
SWAT Personnel to automations, KPIs
Business acumen, familiarity with
Agile process mgmt tools
Centralized Infrastructure Engineer Installs/configures ROC software/cloud/HW Cloud certification,
Centralized RPA Trainer Train SWAT team and Individuals in RPA and
policies. Hold open office hours for mentoring
RPA Certification and RPA
Trainer Certification
Federated RPA Maintenance Crew Maintain, test & update automations RPA Certification, 2+ years
software dev
Centralized RPA Operations Crew Monitor Bots, Manage workload, HA/DR
Both RPA Developers Create/Update Automations. Work on SWAT teams
or as individuals
RPA Certification, 2+ years
software dev
Federated Business Subject Matter Expert Identify new automations, work with SWAT and
Individuals to detail and test steps
Business acumen
ROC 10-Step Guide
August 019
62
2. Start Training & MentoringROC SWAT Citizen Dev Partner
*RPA – Level 1, 2 and 3 Diploma X X X X
*Advanced RPA Certification X X X
*Business Analyst Diploma X X X X
*Infrastructure Diploma X X
Automation workshops X
Open Office Hours X X X X
Code Reviews X X X
RPA Days X
Robot Development Framework
training
X X X
SWAT Mentoring X
Bot-a-Thons X X
The success of an RPA program is directly related to the commitment to
training. Proper training will speed implementations, keep quality high,
and encourage growth of the “Automation First” mindset. The availability
of mentoring services such as Reviews and Open Office Hours will
keep people from getting “stuck” in their RPA learning.
*Free courses at https://academy.uipath.com
Create “Automation First” Culture
Combine Education with hands-on
experience
Cultivate Citizen Developers
Mentor for Success
Key Points:
ROC 10-Step Guide
August 019
63
3. Decide/Publish Security & Credential Approach
Establish your organizational governance approach for Security and Credential Management.
Publish & educate this approach to ROC, SWAT, and Citizen Developer communities
Key issues concern guidance for Credentials:
• Where credentials can be stored
• When to use personal credentials for automations
• When to use CAC/PIV/HSM solutions for automations
• Address specific BU concerns for PII, Credential mgmt.
Key Issues for automation security configurations:
• Group Security Policy settings on desktops/laptops
ROC 10-Step Guide
August 019
Level 3 continuous
UiPath supports:
CAC/PIV
SSO
LDAP & Active Directory
HSM
SAML 2.0
Defense Grade Security
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4. Manage Idea Pipeline for Automations (IPA)
Prioritize important, easy
wins
Plan for longer-term strategic
wins
Aggregate metrics over time
Document for Maintenance
Key Points:
Proper intake and scoring of all Automation ideas drives greater value
for the organization’s RPA efforts.This includes:
• Intake, Identification, Categorization & Scoring of automation Ideas
• Documentation of Automation details
• Scheduling and assigning SWAT team efforts to automations
• KPIs for pipeline intake, backlog, metrics
Urgency Effort Access Metrics
1 = Mission Urgent 1 = Tier1 1 = Have access today Hours Saved
2 = Compliance
Mandatory
2 = Tier 2 2 = Need to get permission for
access
Core Mission Goal
3 = Strategic 3 = Tier 3 3 = Need MOU for access Employee sat/retention
4 = Tactical Quality improvement
5 = Nice to Have …
Examples
Compare list of contractors to do-not-pay list 2.1.1.”200 FTE Hours Saved Annually”
Automate heatmap of radiation leaks 1.2.2.”Core Mission Improvement”
Automate ITAR document review 2.3.1.”150 FTE Hours Saved Annually”
Automatically open a case 3.1.1.”5 minutes saved per call”ROC 10-Step Guide
August 019
65
5. Decide RPA Development LifeCycle Approach
Develop
1
Unit Test
1
System Test
Pre-Production
Production
Develop 2
Unit Test 2
Establish a common framework, terminology, and physical instances for the RPA development lifecycle
• Where will your RPA development take place? For Swat teams? For Citizen Developers?
• Where will unit and system testing take place? Are there different rules for Citizen Developers?
• What are the rules governing automations and updates before things are promoted to production?
Configure your environments and app development tools to support this LifeCycle
Publish your RPA lifecycle and rules in your SWAT team handbook
ROC 10-Step Guide
August 019
https://academy.uipath.com/learn
66
6. Determine/implement Infrastructure
Decide infrastructure
Cloud/On Premises/Hybrid
Capacity Planning – Bot Allocation, Storage, CPU, Memory
Network Architecture – Load Balancer, Firewalls, Proxy, VPN, Bandwidth, Dedicated Tunnel,
Security – SSL, TLS, SAML, Multi Factor Authentication
High Availability – Multi Node
Disaster Recovery – Active-Active, Active-Passive
67
7. Install/configure Additional ToolsTool Purpose
Productivity Suite( Microsoft suite, Google
suite, Adobe Acrobat , etc)
Activities for front and back office
Version Control (Git, SVN, TFS) Project access control and collaboration
CI/CD (Jenkins) Facilitate build and test of automations
Process Design Document (UiPath Explorer) Provides quick recording and documentation
of steps.
BI Reporting Engine (Kibana, Tableau,
Power BI)
Provide visualization of KPIs
UIPath Go! Store Store for reusable bots that can be reused
Deployment tool?
ROC 10-Step Guide
August 019
68
8. ROC Maintenance & Operations Planning
Ensure Stability at Scale
Free SWAT teams for
Development
Ensure SecurityDocument for Maintenance
Key Points:
SWAT Team Trained to use Re-Framework for all automations. Documents automations
for maintenance
Maintenance Crew Modifies automations as needed
Performs Testing
Updates Documentation as needed
Operations Crew Runs bots; monitors workload; ensures HA/DR as needed
Maintenance & Operations will ensure smooth scaling and protection of
Business results.
The ROC needs to establish procedures and guidelines on:
• Criteria, Define Change, Review and Approval process
• Identify, Analyze, and resolve inter-process dependencies
• Decide Priorities, Timelines, Approach
• Monitor and reporting on progress
• Education plan for resources impacted
ROC 10-Step Guide
August 019
69
9. Create Metrics & KPIs DashboardMonitoring, Reporting, and Analytics
Processes
Finance AP Finance AR IT Ops
HR Call Center
Productivity
Finance AP Finance AR IT Ops
HR Call Center
Transactions
Finance AP Finance AR IT Ops
HR Call Center
Total Processes
75
Total Annual Savings
$4,500,000
Total Completed Transactions
70,000
• Savings
• Processes Live
• Processes in Pipeline
• Transactions
• Planned system changes
• Completed Transactions
• Exceptions Identified
• Errors
• Transaction Intelligence
• Process Analytics
• Data Analytics
• Opportunity Discovery
• Optimization Discovery
• Studio Usage
• Robot Usage
• Robot VDIs
• Robot VDI Capacity
• Warnings & Indicators
Program Metrics Success Rates Business Analytics Platform Capacity
ROC 10-Step Guide
August 019
70
10. Sample ROC Rollout Milestones
Federated with Citizen Development
Q1E
na
ble
ment
RO
C E
vo
lution
Infr
astr
uctu
reQ2 Q3 Q4 Q5 Q6 Q7
Deve
lop
ment
Q8
Academy Training 50 Citizen Devs 100 Citizen Devs 200 Citizen Devs 300 Citizen Devs 400 Citizen Devs 500 Citizen Devs
100 Power Users
& Partners
Citizen Program
Defined
150 Power Users
& Partners
200 Power Users
& Partners
60 Automations 185 Automations 485 Automations 1,110 Automations 2,260 Automations 3,935 Automations20 Automations
SuperROC
Infrastructure
10 Automations
Central Defined
(SuperRoc)
Automation
Guidelines PublishedFederated
Enablement Plan
Strategic Partner
Onboarded
2 Federated BU 3 Federated BUs 4 Federated BUs 5 Federated BUs 10 Federated BUs N Federated BUs
Federated LOB
Rocs
DR/BCP
GOALS Framework
Global
DeploymentAI/ML
Large Scale
Ramp UpAdvanced
Capabilities
10 Power Users
(RPA Certified)
20 Power Users &
Partners
75 Power Users &
Partners
125 Power Users
& Partners
175 Power Users
& Partners
ROC 10-Step Guide
August 019
Lessons from 56agency deployments
Lessons Learned
72
10
Having solely a tactical approach to RPA
RPA trigger for next
productivity jump and
process improvement
Key to enterprise
digitization journey
73
9
Considering RPAas only an IT topic
RPA is more about process understanding than IT
74
8
Forgetting about IT
Need close interactions
with IT
Leverage IT past experience
in large deployments
75
7
Not selecting carefully enough the best processes to automate
Selecting & prioritizing according to potential and complexity not
“hassle” level and politics
76
6
Wanting to automatetoo much of a process
Diminishing return80% level of automation
often optimal
77
5
Using inappropriatedelivery methodology
Agile vs water-fall Excessive documentation
78
4
Under-estimating the skills required for a full roll-out
Need for experienced and diverse skill sets as well as large
numbers
79
3
Over-stating the ROI of the programand justifying it solely on FTE reductions
Cost of errors under
estimated and difficult to
assess
Improved customer
(internal and external)
satisfaction key
For ambitious programs short term (less than a year) &
fully measurable ROI unlikely
80
2
Under-estimating the stakeholder management effort
C-level engagement General change
management program
Key stakeholders for start up phase: functional &
business leaders, IT, security, internal audit/compliance…
81
1
Not having in place a planto prepare for a full roll-out
Transition from pilot to full roll-out requires preparation
82
1. Institutionalizing RPA in Federal agencies requires an evolving RPA Approach
2. Public & Private sector deployments are a lot more similar than they are different
– e.g., use cases, functional silos, process owner investment.
3. Invest in those Organizational relationships and start spreading the RPA benefits
early on
4. Pick a straightforward process to understand lessons learned and ROI as soon as
possible
Key Takeaways
83
Key Success Factors for RPA Implementation
Cultural Adoption
A culture of business innovation
and technology accelerates
adoption. Key components for a
rapid and successful RPA adoption
are:
• An active executive-level RPA
sponsor
• A strong & operationally efficient
Robotics Operating Model
• Change Management teams
IT & Functional Engagement• On-board the IT function & business
functional leads early-on in the RPA
journey to build strong governance
• Meet the IT departments’ requirements for
security, scalability, auditability, business
recovery and change management, thus
ensuring their buy-in
In House RPA Capability• RPA is not viewed as a tactical weapon,
but as a strategic capability
• Build internal RPA capability to evolve,
leverage scale & increase business value
84
RPA Program Life Cycle
The RPA Journey & Continuous Improvement
- Awareness- Training- Process Mining- Governance- Development- Infrastructure- Operations
Academy LiveBot-a-ThonInnovation DaysMind-shift Academy Training
WorkshopsBest PracticesChange Management
Process Mining WorkshopsBacklog GroomingThought Leadership
Governance & OperationsEnablement
De-Centralize, ROCLeverage PartnersCoE DevelopmentCitizen Development
Scale CapacityScale Capability
Maintenance & SupportMonitoringROI Realization
Lessons Learned
Planning
New Goals
Funding
ExecutionROC Functions
Uma Natarajan, Director of Customer Success, Federal
Jim Walker, Federal CTO
5 November 2019
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