The Bots are coming (no they are here)! The University of Auckland s RPA journey. Izak van Niekerk & Sinead Johnston RPA 1 Summit 09 May 2018

Transcription

1 The Bots are coming (no they are here)! The University of Auckland s RPA journey Izak van Niekerk & Sinead Johnston RPA 1 Summit 09 May 2018

2 Friday, 4 May 2018

3 University of Auckland - Organisational Context 11 Service Divisions & 8 Faculties 5250 FTE & up to 8000 on payroll (fixed term & casual) Total student (Domestic & International) Alumni (Domestic & International) NZ highest ranked University 192 Globally 3

4 University of Auckland - Organisational Context Digital Transformation Continuous Process Improvement Strategic Objectives Exceptional Student Experience Client focused service delivery World class University Outstanding Staff Experience 4

5 A foundation for the University of Auckland, Robotics Process Automation is a journey, not just a project 5

6 Automation builds upon proven success Productivity Benefits Standardise Degree of Automation 6 Streamline processes and improve quality

7 Automation builds upon proven success Productivity Benefits Organisational benefits achieved Centralise Standardise Degree of Automation 7 Streamline processes and improve quality Reduce duplication and drive efficiency

8 Automation builds upon proven success Productivity Benefits The Bots are coming! Organisational benefits achieved Automate Centralise Standardise Degree of Automation 8 Streamline processes and improve quality Reduce duplication and drive efficiency

9 Automation builds upon proven success Source: Deloitte Analysis As used in this document, Deloitte means Deloitte LLP and its subsidiaries. 9

10 Leveraging our automation platform Robotics Process Automation Workflow Automation & Forms Digitisation Unattended Automation (Orchestrator initiated) Attended Automation (User invoked) Business Process Improvement 10

11 Successful automation relies on suitable processes Characteristics of automatable processes Follows rules and logic Involves interacting with more than one system/tool Structured, repeatable, and computer-based Data searches, collation or updates Has a logical workflow Standardisation and centralisation help to achieve this 11

12 Our understanding of what RPA is 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 12

13 Setting up for success Implementation Principles Strategic Positioning in University Business & IT Partnership Create Enterprise Capability Cultural acceptance & sponsorship Select for success 13

14 Setting up for success Implementation approach based on best practice Phase 1 Develop Process Assessment Identify suitable processes for automation Propose processes which can be selected for pilot Agree on processes which can be selected for pilot Phase 2 Software Procurement Initiate procurement with procurement partners Vendor selection (business requirements) Software licences Phase 3 Design & Run Pilot Automate selected process Setting expectations with stakeholders (business & technology) Detail design business & tech On-boarding & stabilisation Phase 4 Develop Business Case Business Case for RPA across assessed opportunities Develop benefits management plan remit of RPA and benefits ownership 14 Phase 5 Develop Center of Excellence Centre of excellence designed Future state operating & delivery models Agreed by all stakeholders Governance model designed and implemented

15 Automation delivery with fast value realisation RPA Delivery Framework Assess Automation Design Tech Configuration On boarding BAU Support Supported by Change Management Governance Benefits Management Based on Agile Philosophy

16 Automation delivery with fast value realisation RPA Delivery Framework Assess Feasibility & Pipeline: Qualitative & Quantitative Scan Benefits Management: Benefits profile per process Obtain approval Change Impact Process 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

17 Automation delivery with fast value realisation RPA Delivery Framework Automation Design 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

18 Automation delivery with fast value realisation RPA Delivery Framework Tech Configuration Tech Configuration: Technical design Clear business design Clarify with BA Plan & Test (Environments) End-to-end technical automation Test planning BOT access management

19 Automation delivery with fast value realisation RPA Delivery Framework On-boarding On-boarding New workforce member Train the BOT Stabilise & monitor Change management Monitor closely, manage progression to automation (complexity)

20 Automation delivery with fast value realisation RPA Delivery Framework BAU Support BOT 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

21 Automation delivery with fast value realisation RPA Delivery Framework Governance 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 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

22 People & Change Management Change management It is not the strongest of activity sits under the the species that survives, whole of the RPA lifecycle nor the most intelligent and that applies survives. a structured It is the one that is most process and set of tools for adaptable to change. leading the people side of change to achieve the ~ Charles Darwin desired outcomes. WE PUT THE HEART IN THE BOT!

23 People & Change Management B: Being People-Focused

24 People & Change Management O: Overcoming Challenges Automation Anxiety Fragmented Impact Tailored Change And Impact Fast Pace Of Transition Evolving Roles

25 People & Change Management T: Talking About Change Effectively Next Steps How Why What

26 People & Change Management B: Being People-Focused O: Overcoming Challenges T: Talking About Change Effectively 26 5/4/2018

27 RPA benefits Employee & Customer Satisfaction Increased customer service & employee satisfaction! 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, Value Focused Talent Speed to Value Between 80-95% of activities automated, upskill & redeploy (new opportunities) Gradual release of hours saved Quality & Compliance Significant improvement in quality & compliance 27

28 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!! 28

29 Thank You 29