KEY DECISION IN AN RPA IMPLEMENTATION

The transformation of business and the implementation of process automation is a strategic approach. Any gap or incorrect decision can affect the desired ROI. Let’s look at some of the mistakes that organizations make when implementing an RPA project:

1- Incorrect tool selection
2- Incorrect process selection
3- Gap in risk identification
4- Incorrect planning and financial modeling

What should the organization do? To avoid such failures.
A typical presale roadmap for any RPA project includes the following project start steps:

1- Initial value proposal IVP
2- Due Diligence
3- Solution design
4- Hiring
5- Implementation

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In each of the previous stages several decisions have been made, but there are some critical decisions that decide the success of the implementation of the RPA.

Some of the key decisions in the previous stages are:

1-Selection tool for automation-
The tools must be identified according to the complexity of their process and their commercial value. It is done in the Due-Diligence stage.
If there are fewer full-time employees (FTE) working on their business processes and replacing their feasible processes with RPA is not giving RoI, then it does not make sense to look for a commercial tool such as AutomationAnywhere or Blue Prism. In such cases, identify a free tool available as UI Path, Workfusion.

On average, the RPA tools need 23 hours to develop 100 steps (process map L2). However, such numbers occasionally differ according to the complexity of the process map L3. The L3 Map process is derived from L2 Map. There may be possibilities that the L3 maps derived from an L2 map are of a complex nature and that the web / desktop controls are more than the average number. In such cases, the effort mentioned above (23 hours) can be increased.
Ease of development: how easy is it to create a Bot in the tool
Ease of delivery: how easy is it to deliver Bots from one person to another for maintenance

2 - Correct Process Identification for automation -Finding the right candidate for process automation is the next critical step since the success of RPA depends on a large extent on the right automation candidate. If you choose a process with an inadequate automation candidate, it can ruin your effort and result in a failed RPA implementation. There are possibilities that a process is not completely automated and that some manual intervention is required. Therefore, the option to partially automate a process must also be taken into account for such cases. Certain tools have characteristics to handle such cases of manual intervention businesses.

A detailed analysis must be carried out with experts in the field of business processes. Some of the examples of good automation candidates are-

a) Repetitive tasks that are structured
b) Rule-based tasks
c) Tasks that have definitive output

3-Identification of risks
An RPA implementation without adequate risk identification and mitigation planning is prone to failures. To identify the risk, it is required to have a detailed map of the L3 process available for all processes that are good candidates for automation.
Based on the process map L3, the risk and related RPN risk priority number can be identified.
How to identify the risk priority RPN Number of a process?

RPN = SXOXD
 S-Severity of risk in a process
 O-Occurrence of risk
 D-description of the risk

After identifying the RPN number, to mitigation plan must be created. For the most part, development efforts are increased only to manage the identified risk in a process such as a mitigation action

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4-financial modeling
Now comes the financial modeling that helps identify and calculate the Benefits and Losses of each RPA Implementation. If the process map is defined in detail, then the chances of failure are reduced and the correct development effort can be identified. During financial modeling, all aspects of the execution of the process must be taken into account, which can help correct the calculation of effort and financial modeling.

There may be a pre-execution stage when the data preparation activity and post-execution activity, such as reconciliation, is required.
Before each implementation, it is necessary to perform a detailed cost-benefit analysis and financial models that can help generate figures (savings); However, if an organization implements RPA for the first time, these figures may not be the actual figures achieved after implementation.

If organizations continue to implement RPA financial models, real benefits can be achieved. However, for this pre-implementation, it must be done prudently. When designing the solution, mention the detailed L3 map that helps identify the risk and the priority number of the RPN risk.

Summary-
Unlike other automations, RPA is quite simple and structured. If you plan with the right approach, you can get great savings. By observing that the true transformation of the industry is underway, RPA can replace the human tasks that fall within the category and rules in most administrative processes.
The next level of RPA is Smart Process Automation (SPA), which has artificially enabled intelligence and can even replace human intelligence.

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