The Bots are coming · 3 11 Service Divisions & 8 Faculties 5250 FTE & up to 8000 on payroll (fixed...
Transcript of The Bots are coming · 3 11 Service Divisions & 8 Faculties 5250 FTE & up to 8000 on payroll (fixed...
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The Bots are coming(no they are here)!
The University of Auckland’s RPA journey
Izak van Niekerk & Sinead JohnstonRPA Summit 09 May 2018 1
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Friday, 4 May 2018
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University of Auckland - Organisational Context
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11 Service Divisions & 8 Faculties
5250 FTE & up to 8000 on payroll (fixed term & casual)
Total student 41 866 (Domestic & International)
Alumni 181 068 (Domestic & International)
NZ highest ranked University – 192 Globally
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University of Auckland - Organisational Context
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Continuous Process
Improvement
Digital Transformation
Exceptional Student
Experience
Strategic Objectives
Client focused service delivery
Outstanding Staff
Experience
World class University
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A foundation for Automation
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@ the University of Auckland, Robotics Process Automation is a journey, not just a project
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Productivity Benefits
StandardiseDegree of Automation
Automation builds upon proven success
Streamline processes and
improve quality
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Productivity Benefits
Standardise
Organisational benefits achieved
Degree of Automation
Centralise
Reduce duplication and drive efficiency
Automation builds upon proven success
Streamline processes and
improve quality
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Productivity Benefits
Automate
Standardise
Organisational benefits achieved
Degree of Automation
Centralise
Reduce duplication and drive efficiency
Automation builds upon proven success
Streamline processes and
improve quality
The Bots are coming!
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Automation builds upon proven success
Source: Deloitte Analysis As used in this document, “Deloitte” means Deloitte LLP and its subsidiaries.
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Leveraging our automation platform
Business Process
Improvement
Workflow Automation &
Forms Digitisation
Robotics Process
Automation
Attended Automation
(User invoked)
Unattended Automation
(Orchestrator initiated)
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Successful automation relies on suitable processes
Structured, repeatable, and computer-based
Follows rules and
logic
Involves interacting with more than one
system/tool
Data searches, collation or
updates
Has a logical workflow
Characteristics of automatable processes
Standardisation and centralisation help to achieve this
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Our understanding of what RPA is
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Software tools that are easy to use, and can be built
by those with process subject knowledge
Underpinned by Business Process Management
philosophy – we measure & monitor performance
And is cost effective to deliver - Automation of
structured, simple, repetitive tasks
RPA is not AI, but will lead us to AI
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Setting up for success – Implementation Principles
Strategic Positioning in University
Business & IT Partnership
Create Enterprise Capability
Cultural acceptance & sponsorship
Select for success
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Setting up for success – Implementation approach based on best practice
• Identify suitable processes for automation• Propose processes which can be selected for pilot• Agree on processes which can be selected for pilot
• Initiate procurement with procurement partners• Vendor selection (business requirements)• Software licences
• Automate selected process• Setting expectations with stakeholders (business &
technology)• Detail design – business & tech• On-boarding & stabilisation
• Business Case for RPA across assessed opportunities• Develop benefits management plan – remit of RPA
and benefits ownership
• Centre of excellence designed• Future state operating & delivery models• Agreed by all stakeholders• Governance model designed and implemented
Phase 1Develop Process Assessment
Phase 2Software Procurement
Phase 3Design & Run Pilot
Phase 4Develop Business Case
Phase 5Develop Center of Excellence
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Automation delivery with fast value realisation –RPA Delivery Framework
Assess AutomationDesign
TechConfiguration
On boarding BAU Support
Agile Philosophy
Change Management
Governance
Supported by
Based on
Benefits Management
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Automation delivery with fast value realisation –RPA Delivery Framework
AssessFeasibility & Pipeline:• Qualitative & Quantitative ScanBenefits Management:• Benefits profile per process• Obtain approval• Change ImpactProcess Analysis:• As-is, To-be• Use-cases identification
• Continuous drive to find suitable use cases• Engage Business Early• Set clear expectations on benefits & ownership• Clarify automation & exception management : volumes + frequency• Understand people impact
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Automation delivery with fast value realisation –RPA Delivery Framework
AutomationDesign Automation Design:
• Business process design• Business rules & logic• Scenarios
• Challenge status quo• Identify process improvements required –e.g. forms digitisation• Work with business SME’s & stakeholders• Combined design workshops• Evaluate late requirements/enhancements - backlog
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Automation delivery with fast value realisation –RPA Delivery Framework
TechConfiguration Tech Configuration:
• Technical design• Clear business design• Clarify with BA• Plan & Test (Environments)
• End-to-end technical automation• Test planning• BOT access management
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Automation delivery with fast value realisation –RPA Delivery Framework
On-boardingOn-boarding• New workforce member• Train the BOT• Stabilise & monitor
• Change management• Monitor closely, manage progression to automation (complexity)
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Automation delivery with fast value realisation –RPA Delivery Framework
BAU SupportBOT Performance Management• Manage exceptions• Performance monitoring &
reporting• Bugs & backlog
• IT change awareness – environmental impact • Business support & expectation management• Daily performance & oversight (orchestration)• BOT capacity planning
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Automation delivery with fast value realisation –RPA Delivery Framework
Governance
Benefits Management
Governance:• Benefits tracking & ROI (Business
Case)• Opportunities & pipeline –
Portfolio• Strategic alignment
• Standing membership with business representation as required• Bi-weekly, keep it light
Benefits Management• Benefits assessment & portfolio
oversight• Extraction plan – monitor
• Clear definition of RPA remit – who is responsible & accountable• Clear process to streamline actions & roles• Continuous oversight & part of delivery team
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People & Change Management
“Change management
activity sits under the
whole of the RPA lifecycle
and applies a structured
process and set of tools for
leading the people side of
change to achieve the
desired outcomes.”
WE PUT THE HEART IN THE
BOT!
“It is not the strongest of the species that survives, nor the most intelligent that survives. It is the one that is most adaptable to change.”
~ Charles Darwin
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People & Change Management
B: Being People-Focused
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People & Change Management
O: Overcoming Challenges
AutomationAnxiety
FragmentedImpact
Tailored Change
AndImpact
Fast PaceOf
Transition
Evolving Roles
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People & Change Management
T: Talking About Change Effectively
Next Steps
How
Why
What
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5/4/201826
People & Change Management
B: Being People-Focused
Overcoming Challenges
Talking About Change EffectivelyT:
O:
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RPA benefits
Employee & Customer Satisfaction Increased customer service & employee satisfaction!
Value Focused Talent Between 80-95% of activities automated, upskill & redeploy (new opportunities)
Speed to Value Gradual release of hours saved
Quality & Compliance Significant improvement in quality & compliance
From: Glenda Stoneman
Hi Chrystal, I put a stationery order in through the e-Quote Purchase request form yesterday, and I have the PO and order confirmation already, even though it needed to be charged to different cost centres! I am very impressed with the improvement in turn-around times and would love you to pass on my thanks to the team for their customer service excellence.
Regards,
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Being an Early Adopter, what are the lessons learned?
What is the driver for RPA and how to position it culturally
Set clear and realistic expectations with business
Continuously improve capability with a view on efficiency
Change Management & Communication is key
Benefits Assessment and ownership
Partnership with IT early to maximise business outcomes
Do your homework, plan and have Fun!!
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Thank You