The Promise of Robotics Process Automation in the P2P Space

The Promise of Robotics Process Automation in the P2P Space KPMG Point of View James P. Murphy, Director KPMG Advisory, Financial Management

What Robotics Process Automation (RPA) is

What is RPA and, its potential business impact? 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 AUTOMATION CHARACTERISTICS

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

40 % - 75 %

Cost take out for relevant functions

Model is scalable and is largely independent of labor growth Transformative – new way of doing business Access to “rocket scientists” who can codify manual processes Revenue / profit NOT correlated to people

RPA…a Paradigm Shift Financial Close Tasks

Reconciliation

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? Financial Control

Processing/ Posting

Audit Trail/ Documentation

• 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.

What will you see in RPA? CONTROLS

TASK MANAGEMENT • The Close becomes a non-event. Robots will follow instructions • First time right process. Robots know other robots tasks

• 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

• Monitoring and governance as part of the robot’s task

improved

RECONCILIATION

POSTING

• Preparation performed by robot, auto-certifying 85% of the

• The robot will perform the posting as part of his task,

accounts • Robot identifies, understands and posts required corrections as part of his task • Approvers contacted only for accounts which are not autocertified

AUDIT TRAIL • 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

immediately capturing all the results from the system • Documentation is always available to the robot supervisor

Why RPA Matters for Finance and the CFO

RPA solutions are cutting across functions to realize immediate results across front to back office needs… High value use cases across key automation solution providers CLASS 3: Autonomic/Cognitive

CLASS 2: Enhanced Process Automation 03 CLASS 1: Basic Process Automation 01 Finance » Account Closing » Automated Payments » Account Closing » Amend Direct Deposit HR » Employee reference and

Solution Providers

» »

Background checks Offender Registry(NSOR) Ei9 Audit Benefits – 401K, Disability, Group Life etc.

»

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

Reporting Garnishments Deduction Analysis

Details

Contact Centers » » »

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.

02

Payroll » T&E Analysis and

» »

»

Form Completion Reporting Account Changes

Automation Anywhere

Blue Prism

Arago

IPSoft IPCenter

TCS

IPSoft Amelia

UI Path

Interactive Media

Cognizant

Automation Now

Wipro

Genesys & IBM Watson

Celation

Finance of the Future…Transaction Vs. Information Focus General Characteristics of a leading finance organization – Current to Future State

Transaction Focus 









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

Current State

Measuring and Controlling Financial Risk

Future State Create value for the enterprise

Protect enterprise value

Transaction Processing

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

Reporting and Budgeting

Operate Finance efficiently

Integrated Business and Financial Planning And Analysis for Value Creation Measuring and Controlling Financial Risk/Managing Governance

Business Partnering Services

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.)

Typical Total Cost of Finance is 1-2%+ of Revenue

Typical Total Cost of Finance is .8 -1% of Revenue

10.Finance competency models and career path

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: Today 01

Rules

Tomorrow 02

Basic process automation

Learning

Enhanced process automation

03

Reasoning

Cognitive automation

Rules & machine learning

Cognitive automation:

Helps move finance and accounting resources from performing highly manual, repetitive tasks to work on higher value areas which require analytical thinking

Further shifts finance and accounting resources to perform highly skilled tasks as automation can handle more complex activities using unstructured data

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 Est. opportunity FTEs (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

Identify and prioritize the finance areas for automation 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

RPA Opportunities & Benefits for Purchase to Pay

Opportunities & benefits in purchase to pay process Quality —Informative & Analytics —Issues Tracking —Reliable data for decision making —Increases interdepartment trust in shared data

Governance control & compliance —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

Accuracy —Greater performance & accuracy of invoice coding in the system —Eliminates rate of human error

Process improvement —Advanced analytics —Less time and effort spent on issue resolution with vendors —Less manual intervention within matching process —Reduce volume of manual reclasses necessary for miscoded data

Speed —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/valida ting/approving/ posting invoices —Faster availability of KPIs and SLAs

Efficiency —Free up data entry resources for more valueadded 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 Savings By 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.

Source to pay process decomposition Type of opportunity for automation & robotics

Level 3 Process

Level 2 Process Group

Sourcing & Contracting


Receiving & Storage

P-Card Administration

Payment

Reporting

Process Governance

1.0 Sourcing Strategy

2.0 Supplier & Contract Management

3.0 Requisitioning

4.0 Purchasing

5.0 Receive Order

6.0 P-Card Administration

7.0 Time & Reimbursable Expense Admin.

8.0 Invoice Processing

9.0 Reporting & Analysis

10.0 Manage Process

11.0 System Maintenance

1.1 Maintain Supplier Strategies (Legal, Risk, Tax)

2.1 Gather Market & Supplier Intelligence

3.1 Process & Review Requisitions

4.1 Solicit/Track Supplier Quotes

5.1 Order Exception

6.1 P-Card Set Up

7.1 Employee T&E Set Up

8.1 Receive Invoices

9.1 Spend Reporting & Analysis

10.1 Maintain Policies & Procedures

11.1 Maintain System Interfaces

1.2 Develop Procurement Plan

2.2 Supplier Selection

3.2 Approve Requisitions

4.2 Create/ Distribute Purchase Orders

5.2 Delivery Acceptance

6.2 P-Card Purchase Approval

7.2 Credit Card Administration

8.2 Validate, Approve, and Post Invoices

1.3 Gather Supplier Requirements

2.3 Contract Negotiation & Management

5.3 Record Receipt of Goods

6.3 P-Card Reconciliation

7.3 T&E Report/System Admin

8.3 Manage Exceptions

9.3 Operations Reporting & Analysis

10.3 Perform Audit Activities

1.4 Match Needs to Supply Capability

2.4 Supplier Onboarding and Master Data Management

5.4 Research/ Resolve Exceptions

6.4 P-Card Vendor Payment

7.4 T&E Report Audit & Approval

8.4 Generate Payment File

9.4 Working Capital Reporting & Analysis

10.4 Develop & Maintain Internal Controls

1.5 Set Inventory Strategy

2.4 Create & Measure Supplier KPIs

5.5 Monitor Quality of product/ services

7.5 T&E Exceptions Follow up/ Resolution

8.5 Support Invoice Inquiries

9.5 Inventory Reporting & Analysis

10.5 Evaluate & Implement Improvement Opportunities

1.6 Analyze Company Spend Profile

2.4 Evaluate Supplier Performance

5.6 Support Inventory & Production Processes

7.6 T&E Payments

8.6 Close Accounts Payable

9.6 P-Card Reporting & Analysis

10.6 Retain Records

Not Applicable

Rule-Based Automation

Machine Learning

9.2 10.2 SLA Reporting & Manage NonAnalysis Invoice Inquiries

Cognitive Learning

11.2 Perform Master Data Maintenance

11.3 Perform System Updates

Prioritization of automation opportunities #

Level 2 process 1

Sourcing & Contracting

2

Supplier / Contract Management

3


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

Easy High Benefit, Low Complexity

Complexity Index

Hard High Benefit, High Complexity

High

8

5 Weighted Business Benefit

9

11

2 7

6 10 4 1

3

Low Benefit, Low Complexity

Low Benefit, High Complexity

Low

Prioritization of automation opportunities #

Level 2 process 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

Easy High Benefit, Low Complexity

Complexity Index

Hard High Benefit, High Complexity 8.1 5.4

High

8.2

8.6 5.3 8.3 9.3

Weighted Business Benefit

1.3

9.2 9.5 9.4

2.4 9.1

2.1 4.1 4.2 1.3

7.1 11.2

6.1

6.3 6.4

10.2 9.6

2.3

Low Benefit, Low Complexity

Low Benefit, High Complexity

Low

8.1 Receive invoices Sourcing Strategy

Supplier/ Contract Management

Requisition/ Purchasing

Receipt of Goods/ Services

P-Card Admin.

Invoice Processing

T&E Admin.

Reporting & Analytics

Manage Process

System Maintenance

Organizational elements & Application system Carries out & Supports Carries out & Supports

8.1.1 ROLE

Start

Supplier

L4/L5 ACT/TASK

Issue invoice

8.1.2

8.1.3

8.2

ROLE

L4/L5 ACT/TASK

L4/L5 ACT/TASK

L3/L4 PROC.LINK

Accounts Payable Associate

Receives Invoice

Capture invoice in the system

Validate, Approve and Post Invoices

Legend Rule-Based Automation

Machine Learning

Cognitive Learning

8.2 Validate, Approve, and Post Invoices Sourcing Strategy

Supplier/ Contract Management

Requisition/ Purchasing

Receipt of Goods/ Services

P-Card Admin.

T&E Admin.

Invoice Processing

Reporting & Analytics

Manage Process

System Maintenance

Organizational elements & Application system

Carries out & Supports

APPLICATION

Financial Management Application System

8.1

8.2.1

8.2.3

8.2.4

L3/L4 PROC.LINK

L4/L5 ACT/TASK

L4/L5 ACT/TASK

L4/L5 ACT/TASK

Receive Invoices

Perform entry in Payable

Control mandatory information

3 Way Match : Price ordered * Quantity received = Price invoiced

ROLE

Accounts Payable Associate

Legend Rule-Based Automation

Machine Learning

Cognitive Learning

Differences found ?

8.2.5

8.3

L4/L5 ACT/TASK

L3/L4 PROC.LINK

No Yes Invoice automatically blocked

Manage Exceptions

Source to pay

Type and availability of automation (1/2) Type of robotic/automation opportunity Level 2 process

Level 3 activity

Rule-based automation

Machine learning Cognitive learning

Opportunity availability

Solutions & vendors







Short Term

Watson Analytics engine







Short Term








Short Term

Watson Explorer


2.4 Supplier On-Boarding & Master Data Management





Short Term

Watson platform, Other analytics engines

4.0 Purchasing

4.1 Solicit/Track Supplier Quotes





Short Term

Watson platform, Others

4.0 Purchasing

4.2 Create/ Distribute Purchase Orders



Short Term

TBD — RPA: Automation Anywhere, Blueprism, — Cognitive Automation: Watson Explorer/ Other analytics engines — Rules Engine: iLog/iRules — Open Source/ Commercial : Natural Language interpreters

5.0 Receive Order

5.3 Record Receipt of Goods







Long term

5.0 Receive Order

5.4 Research/ Resolve Exceptions







Long term


6.1 P-Card Set Up




6.3 P-Card Reconciliation




6.4 P-Card Vendor Payment



Short Term 





 Same as above — Lockbox style integration, cloud models to external sources. — Automation Anywhere and Blueprism as well.

Short Term

Automation Anywhere, Blueprism

Long term

— RPA: Automation Anywhere, Blueprism, — Cognitive Automation: Watson Explorer/ Other analytics engines — Rules Engine: iLog/iRules — Open Source/ Commercial : Natural Language interpreters







Short Term








Short Term








Short Term

Watson Explorer

7.0 Time & Reimbursable Expense Administration




Short Term








Short Term

— GHX/Coupa, Lexmark/Canon, — Automation Anywhere, IBM Watson, Blueprism

Source to pay

Type and availability of automation (1/2) Type of robotic/automation opportunity Level 2 process

Level 3 activity

Rule-based automation

Machine learning

Cognitive learning

Opportunity availability

Solutions & vendors


8.2 Validate, Approve and Post Invoices







Long term



8.3 Manage Exceptions







Long term

 Same as above






8.6 Close Accounts Payable



Long term



9.1 Spend Reporting & Analysis



Short Term



9.5 Inventory Reporting & Analysis



Short Term



9.6 P-Card Reporting & Analysis



Short Term

Watson Analytics engine or others

7.0 Time & Reimbursable Expense Administration




Short Term










Short Term

— GHX/Coupa, Lexmark/Canon, — Automation Anywhere, IBM Watson, Blueprism

Long term



8.2 Validate, Approve, and Post Invoices





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 years Long Term: Approximately 4–10 years



How KPMG Can Help

KPMG is a Leader in Digital Strategy March 2015: IDC names KPMG Digital Enterprise Strategy Leader

March 2015: Forrester names KPMG Leader in Mobile Enterprise App Service Providers

Recent KPMG Digital Labor (Cognitive/Robotic) Automation Engagements

RPA transformation / Implementation Major telecom provider

Establishing a contact center strategy Major telecom provider

Cognitive Automation strategy and roadmap - Large healthcare provider

Establishing an RPA roadmap Major financial services provider

“Click to Chat” Contact Center Assessment Major technology services provider

How KPMG can support your business services transformation ■ Providing you with the tools and insight to assess: Business services maturity assessment

– 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

Strategy and solution development

■ 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

Roadmap execution

RPA discovery

Governance optimization and Vendor selection

■ 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 ■ 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 ■ 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

Commercial Orientation and Strategy

■ Development of ‘Go to Market’ strategy ■ Identify market penetration opportunities ■ Development of market based comparators based on desired capabilities

Sample approach to implementing RPA Exploratory stage

Develop algorithm Benefit Delivered in budgets

TOP DOWN Hypothesis driven approach Based on Lean Principles and existing Business Process Model.

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

Benefit Realised in Actuals

— Choose provider

— 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

— 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

BOTTOM UP Data driven approach Ignoring existing Business Process model. Purely looking at Data.

6-8 weeks

Industrialization phase

3+ months

Dependent on scope/complexity of architecture

Transforming operations leveraging RPA: Our approach to identifying and managing RPA opportunities Establishing multiple methods to capture RPA opportunities, a vetting process, and a benefits model formed our approach to identifying and managing opportunities. Methods – Identify opportunities through multiple avenues

Portal entry for potential opportunities

Workforce productivity analysis

Vetting – Select and prioritize good RPA opportunities

Good Opportunities

Brown bag sessions with Business/Functional Owners

Town hall sessions and team meetings

Training program with coaching and mentoring

Benefits – Capture benefit projections and report actuals Bot Work Complete Indicators

Financial Indicators

Bot Capacity Indicators

Time Indicators

Error Reduction Indicators

Gamification Dashboard

Regular Reporting & Visibility

Performance Indicators

Business Unit Specific

Common pitfalls/challenges Based on our experience, some of the common pitfalls as you embark on ramping up the RPA Program include: 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 CoE PROOF of CONCEPT (POC) DEVELOPMENT

— Develop vendor selection criteria to

— Develop the RPA Program Charter — Identify candidate process for

evaluate the vendor tool(s) leveraged for the POC

automation and suitability for RPA POC

— Collate vendor scores, provide

assistance in scoring where required

— Prioritize & select use case(s) for

— Review vendor scoring, work with

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

RPA CENTER of EXCELLENCE (CoE) & Pilot roll-out

VENDOR SELECTION

the stakeholders to adjust scoring incase of discrepancies

— Develop RPA standards, guidelines, tools and templates

— — — —

— 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

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

Continuous Program, Change and Value Management

RPA Project Methodology 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

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

Organization & KickOff

• Define new roles if required • Define responsibilities in organization (global, regional, process, operations etc.) • Define responsibilities in Project • Formally Setup Project

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

Training

• Training for process owners • Training for key users • Training for IT operations

Go-Live

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

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 users

• 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 Space

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