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Robotic Process Automation

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Garry Gomersall

on 9 June 2016

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Transcript of Robotic Process Automation

Input 1: RPA Value Levers
Value Levers for Back Office Service Transformation
process expertise in a CoE model
: in order to codify "process excellence"
simplify, digitise, automate, and control
Re-locate high-cost (things) to low-cost areas
Re-distribute human work to machine
Re-focus human knowledge workers on higher value added activities
process variant
s across business dimensions
Optimise Business Agility
by technology enabling processes and
de-coupling of business rules
wherever possible and
Remember common Process Automation Anti-patterns
Input 3: Typical Use Cases
Typical Process Use Cases for RPA
High volume of transactions (RUNNERS)
High degree of process standardisation (REPEATERS)
Rules-based, or driven process (Predictable, Controllable)
High degree of process maturity (Behaviour is known, understood, and effective/efficient over time. Process "mainline"/"happy path" workflow can be pre-defined aka "Pre-deterministic" in nature)
Involves a significant number of FTEs (>5) to process
Input 2: Enablers
Performs one or more work activity / steps
Adheres to standard SIPOC principles
Operates upon "Supplier" input(s) data, performs a transition in state and/or generates new output(s) for target "Customers"
Each process/sub-process functional unit describes a transactional "
process unit of work
" with failover/roll-back compensation principles to maintain integrity of end-end process
Robot as a "state machine" choreographed within business process scope and under control of business rules and policies.
Process Outputs
Change in state of the data, persisted in the system of record
Next Best Action in context
Trigger/hand-off to downstream processes
Labour Automation

System Process Step(s)
Policy, & Decision Management:
Process Orchestration, and Choreography:
BPMS Human Centric Workflows
Document-centric "
" management
Robotic Process Automation
The Era of "Hyper-Automation"
Process Use Cases where RPA is not appropriate:

Complex processes, that have a high degree of interoperability and/or interdependence on other processes.
Processes that require Human Knowledge Worker intervention, analysis and adjudication (Human Task pattern)
Processes that are non-deterministic (CASE pattern)
Labour Automation via existing User Interfaces
e.g. Blue Prism, UiPath, Automation Anywhere etc.
Essentially replaces the need for a human sat at a keyboard
Robots interact and transact via existing Application User Interfaces (UIs)
Is not dependent on specific application program interfaces (APIs)
Does not require specialised IT knowledge or programming skills
Business Operations can be trained to use RPA tools relatively cheaply and quickly to become self-sufficient in automating work.

Componentised to capture specific behaviour, governed by rules in response to process events, external sensors and other stimuli.
RPA: Extending Automation Scope
Lean Six Sigma - DMAIC
Business Operations
Business Knowledge Workers
Risk & Compliance Teams
Process Owners

IT Application Portfolio Owners
IT Specialists/SMEs
Data Owners
Business Operations
Risk & Compliance Teams
Business Knowledge Workers
Process IMPACTs
Improved efficiency and reduction in FTE requirements
Improved process consistency and removal/reduction of errors
Freeing up Knowledge Workers for use on more critical tasks.
tooling essentially used for:
Describing and implementing Pre-deterministic process "standard" workflows
Orchestrating task flows across multiple "BPM patterns" - Human-task, System-centric, Document-centric, STP, Exception Management, AND...
Supports non-deterministic process types using an alternative Case Management pattern
Facilitates elimination of wasteful work, and promotes focus on automation opportunities to improve efficiency
Can be used to build new UI and constrain workflows, ensuring valid inputs and prompt NBA based upon business rules and policies (enterprise and regulatory).
Upstream/downstream systems are connected via API integration patterns underpinned by appropriate industry standards and protocols
Codified human task centric applications created within BPMS implementations can themselves become candidates for RPA
Value Context
Robots ("A Digital Workforce") replaces Human FTE seats
Labour Automation as an extension to Smart BPM and STP
Improved process quality and consistency with commensurate reduction in error rates and process exceptions.
Re-focus Human Knowledge Workers on higher value tasks
Re-balancing, re-distributing and optimising work allocation and flows. (the Muda, Mura, Muri of Lean 6 Sigma)
Elimination of wasteful work, and re-distribution of lower value mechanical, repetitive, and high volume tasks from humans to machines
Connect, Instrument, Measure, Analyse, Learn, Improve
Methods, Tools, Standards, Best & Leading Practices
Full transcript