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
Requisition & Procurement
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
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
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
1.0 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 engine
2.0 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 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
6.0 P-Card Administration
6.1 P-Card Set Up
6.0 P-Card Administration
6.3 P-Card Reconciliation
6.0 P-Card Administration
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
1.0 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 engine
2.0 Supplier & Contract Management
2.3 Contract Negotiation & Management
Short Term
Watson Explorer
7.0 Time & Reimbursable Expense Administration
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
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
8.0 Invoice Processing
8.2 Validate, Approve and Post Invoices
Long term
— RPA: Automation Anywhere, Blueprism, — Cognitive Automation: Watson Explorer/ Other analytics engines — Rules Engine: iLog/iRules — Open Source/ Commercial : Natural Language interpreters
8.0 Invoice Processing
8.3 Manage Exceptions
Long term
Same as above
8.0 Invoice Processing
8.6 Close Accounts Payable
Long term
Automation Anywhere, Blueprism
9.0 Reporting & Analysis
9.1 Spend Reporting & Analysis
Short Term
Automation Anywhere, Blueprism
9.0 Reporting & Analysis
9.5 Inventory Reporting & Analysis
Short Term
Automation Anywhere, Blueprism
9.0 Reporting & Analysis
9.6 P-Card Reporting & Analysis
Short Term
Watson Analytics engine or others
7.0 Time & Reimbursable Expense Administration
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
Long term
— RPA: Automation Anywhere, Blueprism, — Cognitive Automation: Watson Explorer/ Other analytics engines — Rules Engine: iLog/iRules — Open Source/ Commercial : Natural Language interpreters
8.0 Invoice Processing
8.2 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!