Robotic Automation Center (ROC) · RPA is continually evolving - Version 3.0. Expense Receipt Demo....

Uma Natarajan, [email protected]

Jim Walker, [email protected]/govpath -User group

www.uipath.com/government -Whitepapers and government news

Robotic Automation

Center (ROC)

UiPath

http://www.uipath.com/govpath

http://www.uipath.com/government

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


Demo:

UiPath Computer Vision

9


Expense Receipt Demo

11

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

13

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

15

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

16


17

1 2 3 4 5 6

19

AcceleratingHumanAchievement

OUR PURPOSE

The Problem

23

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

26

Necessary work is not necessarily work employees @ HUD must do!

TheWeaver

bot

HUD-27011

Submission of insurance benefits.

27

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

28

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

29

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

30

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

31

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,


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

33

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,


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 . .

https://www.linkedin.com/in/uma-natarajan

https://www.linkedin.com/in/jim-walker

36

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

38

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

40

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

43

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 3Process redesign


Step 5Developmentt

Step 6UAT

Step 7Hyper-care


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

47

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


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


KEY DIMENSIONSOF AN RPA ORGANIZATION

49

DESIGNINGAN OPERATING MODELF

Multiple skills are required to develop and maintain an automation program

ROLE SKILLS STRUCTURE GOVERNANCE PROCESSES KPIs



Step 3Processredesign


Step 5Development

Step 6UAT

Step 7Hyper-care


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


In addition to the level of operational responsibilities the RPA organization will have, it can operate

with different levels of centralization


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


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



CENTRALIZEDEXAMPLE

53


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


HUB & SPOKEEXAMPLE

54


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


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

55


There are several key processes that need to be defined for the proper functioning of the RPA

program


KEY PROCESSES OF AN ONGOING RPA PROGRAM

56


Finally a performance management framework should be

defined in order to keep track of the overall RPA program

performance


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

57

Robotic Operations Center – Key Offerings

Pitfalls to Avoid & Key

Takeaways

Practical Experience

59

Centralized and Federated ROCs

60

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

61

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

https://academy.uipath.com/

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

64

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

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


HR Call Center

Transactions


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

• Join uipath.com/GovPath

• Visit uipath.com/government

Thanks for attending!

Robotic Automation Center (ROC) · RPA is continually evolving - Version 3.0. Expense Receipt Demo....

Documents

Transcript of Robotic Automation Center (ROC) · RPA is continually evolving - Version 3.0. Expense Receipt Demo....