UiPath

Robotic Automation
Center (ROC)
Uma Natarajan, [email protected]
Jim Walker, [email protected]
www.uipath.com/govpath - User group
www.uipath.com/government - Whitepapers and government news
2
RPA is continually evolving - Version 1.0
3
What Can Software Robots Do?
Here are some of the tasks that can be easily handed over to the Robots

Connect to
Log in to any application
system APIs

Move files Extract content from

and folders documents, PDFs, emails
and forms

Read and write Open emails

to databases and attachments

Scrape data
Make calculations
from the web

4
Anything That Can Be Automated, Will Be

Finance Supply Chain IT HR Customer Services

• Process-to-pay • Inventory management​ • Server & app • Payroll​ • Address change
• Order-to-cash • Demand & supply monitoring​ • Onboarding & • Password reset
• Record-to-report • Planning​ • Routine offboarding​ • Payments
• Invoice & contract​ maintenance &​ • Benefits • Scheduling
monitoring​ administration appointments
• management​
• Order modifications

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RPA is continually evolving - Version 2.0
6
 Demo:
UiPath Computer Vision
 Demo:
UiPath Computer Vision
RPA is continually evolving - Version 3.0
9
Expense Receipt Demo
 Our robots learn 3 types of Cognitive Skills

EMBEDDED SKILLS CUSTOM SKILLS

Visual Understanding Custom Tools and Skills
Human-like recognition of UI elements AI Skills custom built for your business and brought to
the UiPath platform
Document Understanding
Insight into new sources of unstructured
data

Process
Understanding
Opportunities derived from analyzing user patterns ECOSYSTEM SKILLS
Conversational GO! Specialized, Industry and Solution Skills
A growing collection of best-in-class Skills from UiPath ecosystem
Understanding partners and experts
Sentiment of text, chat, and voice inputs

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12
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
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14
The AI Fabric Vision
Apply AI in 30 Seconds to Solve Real World Business Challenges

UiPath Invoice
Manage Processing

Build Deploy

Technology
AI Fabric
Insurance Claims
Partners
Processing
Improve

Customers Contact
Center

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RPA is continually evolving - Version 4.0
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1 2 3 4 5 6

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18
OUR PURPOSE

Accelerating
Human
Achievement

19
The Problem
The Problem
The Problem
83% increase in the number of people using the internet in
just five years!

23
Global Data Created Each Day

24
 :30

The Problem

ERP & spreadsheets Modern technologies

digitize existing work promise the “future of work”
• Same work • Digital transformation of the enterprise
• Faster and easier with tech • Overwhelming and disconnected tech

SIMPLE COMPLEX

1990 1995 2000 2005 2010 2015

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

The HUD-27011

Weaver Submission of insurance benefits.

bot

26
Unprecedented Leadership support
The President’s Management Agenda lays the foundation needed to
address the critical challenges where Government as a whole still
operates in the past. – PMA 2018

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-value
activities” – 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

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

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
27
automated technology. – OMB-19-17 memorandum
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

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What can Robotic Process Automation (RPA) do?

• Gather/post data from • Copy & Paste text translated

multiple systems from the web to a word
document
• Reconcile invoices with
spreadsheets or ticketing • Nominate or redact text for
systems review

• Extract data from external • Sentiment Analysis of email or

websites using VPN a document.

• Assemble and prepare • Assign work to your staff the

data for Analysis – think robot does not understand –
ML or AI exception handling

• Generate “accurate” • Create tickets in SNOW or

briefings & reports – think your ticketing system.
Tableau
• Read .pdf, extract data, enter it
• Send signed and into a ticketing system and
encrypted emails – using archive the original .pdf
its account
• Disseminate finished products

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What was UiPath?

Studio Orchestrator Robots

Build Manage Run

Democratize the design Securely deploy and Robots work with your
and testing of workflows, manage automations applications to carry
from the simple to the out automations
complex
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We knew there was more and now our End-to-End
Automation Process

Plan Build Manage Run Engage Measure

Scientifically plan Democratize Deploy and Robots work with The system of Align RPA
your RPA the design of manage your application engagement for operations
implementation, workflows, automations stack to carry out humans and robots with strategic
powered by AI from the automations working together business outcomes
simple to the with powerful,
complex embedded analytics

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 The UiPath Platform
Engage

Management Tools
Design Tools Robots
Orchestrator
Process Understanding Test Unattended Attended
Studio StudioX RPA & Business Analytics
Automation Robots Robots
Explorer Expert Cloud Platform

Explorer Enterprise Your Applications

Long-Running Workflows
Scaling automations

Management Tools

CoE Enablement AI Skills Insights

Document
Understanding AI Fabric
Connect Enterprise
Visual Conversational
Understanding Understanding

Custom Ecosystem

Build Manage Execute Measure

Plan Align RPA operations with
Democratize the design of Robots work with your
Scientifically plan your RPA Deploy and manage strategic business outcomes
workflows, from the simple to the application stack to carry
implementation, powered by AI automations through powerful, embedded
complex out automations
analytics
The UiPath Platform: An End-to-End Automation Suite

Connect

Explorer Studio Orchestrator Robots Apps Insights

Plan Build Manage Run Engage Measure

Scientifically plan your Democratize the design Securely deploy and Robots work with your The system of Align RPA operations
RPA implementation, and testing of workflows, manage automations applications to carry engagement with strategic business
powered by AI from the simple to the out automations for humans and robots outcomes with powerful,
complex working together embedded analytics

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The UiPath Platform: Bringing Business Process
Automation and IT Management Operations Together
Business Users, Citizen Developers,
Process Owners, Business Analysts

Connect

Explorer Studio Orchestrator Robots Apps Insights

Test Automation

RPA Developers, IT System Administrators,

IT Service Managers, Compliance Managers
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BREAK . .

Consider connecting
with us . .
Uma Natarajan, linkedin.com/in/uma-natarajan
Jim Walker, linkedin.com/in/jim-walker
 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 Three
Full Rollout-
Phase Two
Industrialization
Roll-out Preparation • Implementing process
Phase One
automation roadmap
A Successful Pilot • Engaging and securing key • Fully building your
stakeholder’s and C level backing capabilities according to the
• Few processes automated • Defining the scope of the RPA chosen delivery model and
• Early time savings program knowledge transfer
achieved • Developing a high level automation • Integrating new automation
• IT environment roadmap technologies (e.g. Intelligent
understood • Agreeing on a delivery approach OCR, chatbots, AI)
• Small group of RPA • Securing funding for the program
specialists trained • Designing an operating model
• Issues specifics to the
organization discovered
Further Quick wins
• Technology fully tested
Automating next wave of quick wins
to keep momentum while building
strategic approach
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 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 B C

Engaging key stakeholders and Defining the scope of the RPA Developing a high-level automation
securing their backing program roadmap

D E F

Agreeing on a Building a high-level business plan & Designing an

delivery approach securing funding operating model

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 ENGAGING KEY STAKEHOLDERS
A

It is crucial to engage the C level and key stakeholders as soon as the

early benefits of an RPA pilot are visible

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 B DEFINING RPA PROGRAM SCOPE

KEY DIMENSIONS Ideally, in agreement with key C level stakeholders, the first question
OF SCOPE to tackle is the scope and ambition of the program

Functions Entities Geographies

The Scope and ambition of the

program will have direct
implications in term of:
Which functions will be covered by How many entities / business Should the program include all
the RPA program: only back offices units should be covered? geographies or should be limited to
only few locations? Delivery Approach
functions (e.g. finance, HR,
procurement) or also front office
functions (e.g. customer support, Operating Model
sales)
Level of Funding

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
 DEVELOPING AUTOMATION ROADMAP
C

HIGH LEVEL Prior to engaging into a roll-out it is useful to have a “heat map” of the
ASSESSMENT
CRITERIA automation potential across at least a sub-set of the organization

ILLUSTRATIVE

40
 PROCESS ANALYSIS AND PRIORITIZATION
C

HIGH LEVEL
ASSESSMENT
CRITERIA

41
 AGREEING ON DELIVERY APPROACH
D

THE 8 STEPS OF To determine the delivery approach, it is important to first understand the different stages
AUTOMATION
of the automation life cycle and make the distinction between business and technical
steps
Business Steps Technical Steps

Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Step 8

Process Process Process User stories Development UAT Hyper-care Operational
identification assessment redesign definition support
The application of The analysis in Invariably, upon The description In this step, The automated It is recommended In this step the
a methodology by detail of automation, of the process to based on the process is tested that, for a period robot performance
which the right processes to see organizations its most detailed work done in step to observe its of 2 weeks, the is continually
processes are if the potential discover that steps and 4, actual RPA behavior and to process be monitored
chosen and and complexity their processes understanding workflows are correct potential carefully Workflow errors
prioritized assessed at first are not as potential programmed and bugs and catch monitored by the are tracked and
according to their still hold and to standardized, exceptions the process is potential team who fixed
potential and assess the extent optimized, (technical and automated. exceptions that developed the Automation scripts
complexity. to which the documented or business) in order might have been automation to are updated when
process can followed as they to develop robust missed during correct any needed
actually be thought. Hence, RPA workflows step 4 & 5. remaining issues
automated. this is an that will be until a high level of
opportunity to passed on to RPA reliability is
optimize the developers reached. 42
process.
 BOT Implementation Framework

Diagnosis by SME interview,

Ascertain automation potential, Function wise business case
1 quadrants and benefits demonstrating efforts, timelines and
Discovery Methodology ROI

Opportunity Scoping Process Due-Diligence Business Case

Wave Planning
Run testing cycles for in scope Identify opportunity basis CoE
processes for automation structure and priority

Go-Live 2
Run testing cycles for in scope Implementation Methodology*
processes for automation

Hypercare RPA Test RPA Solution Build RPA Solution Solution Design Prepare RPA
Support (Ongoing)

Build automation workflow per Process deep dive to identify

3 agreed solution Automation potential, associated
implementation effort and high level
Support, Change Management and Optimization Agree on adapted solution design solution design
for automated process

Incident Management Change Management Exception Management

Define, Design and Implement change

Build and maintain communication
channel to handle exceptions
Monitor and support post go-live (Business and Technical)
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 AGREEING ON DELIVERY APPROACH
D

A mixed delivery model with in-house and external teams could be used Insourced
Outsourced
throughout the automation cycle and evolve overtime Co-sourced

Step 1 Step 2 Step 4 Step 8

Process Process Step 3 User stories Step 5 Step 6 Step 7 Operational
identification assessment Process redesign definition Developmentt UAT Hyper-care support

Full in-house
RPA team

Mixed process assessment

and automation teams
internal process identification
and support teams

Mixed automation teams

with in-house process
assessment and
maintenance teams

Full outsourced
RPA team
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 SECURING FUNDING
E

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

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 DESIGNING
F AN OPERATING MODEL

KEY DRIVERS OF The operating model for RPA will ultimately be determined by four factors: the maturity of the RPA
AN RPA OPERATING
MODEL deployment, the scope, the chosen delivery model and finally the organization’s existing structure

Scope
Narrow vs. Large

RPA
Delivery Model OPERATING Existing organization
Insource vs. Outsource MODEL Centralized vs. Decentralized

Maturity
Build vs. Run
 DESIGNING
F AN OPERATING MODEL

RPA PROGRAM The operating model will obviously need to evolve as an organization matures from the early stages
MATURITY
of automation to a more mature run mode

FROM BUILD-UP TO RUN

Center of Excellence Robotics Operation Center
CoE ROC

Main tasks Main tasks

• Assess and prioritize few • Ensure smooth functioning of
processes to be robotized existing robots
• Develop RPA and put into • Continue to automate new
production robotized processes processes
• Further train people • Manage changes (process
FROM • Set-up working model with IT change, application change,
TO RUN decommission etc.)
BUILD organization
• Interact with RPA vendor • Perform security / compliance
Modus operandi functions
• Project based • Interact with the IT organization
• Informal Modus operandi
• Agile • Structured
• Ad hoc • Defined budget
• Limited funding • Operational SLAs

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 DESIGNING
F AN OPERATING MODEL

KEY DIMENSIONS During the preparation phase all five components of the evolving
OF AN RPA
ORGANIZATION and future operating model need to be tackled

ROLE SKILLS STRUCTURE

GOVERNANCE PROCESSES KPIs

48
 DESIGNING
F AN OPERATING MODEL
ROLE SKILLS STRUCTURE GOVERNANCE PROCESSES KPIs

Multiple skills are required to develop and maintain an automation program

Step 1 Step 2 Step 3 Step 4 Step 8

Process Process Process User stories Step 5 Step 6 Step 7 Operational
identification assessment redesign definition Development UAT Hyper-care support

Process Subject This is a process expert that will provide her

Matter expert input in step 1 to 3

RPA Scrum This is in effect an automation project

Master manager using the agile approach

Her role consists of understanding in detail the

RPA Process
process and business requirement and propose
Analyst
a new process design suitable to automation

Works hand in hand with business analysts and

RPA Solution
developers to ensure solidity of design and
Architect
development work

Develops the automation based on user stories,

RPA Developer
participates also in UAT and hypercare

Monitors and optimizes robots performance,

RPA Controller
performs root-cause problem analysis

IT Security Interface with IT organization and ensures that

Specialist all IT security best practices are followed

Interface with IT organization to ensure that IT

IT Infrastructure 49
infrastructure is ready and compatible for
Specialist
robots deployment and maintenance
 DESIGNING
F AN OPERATING MODEL
ROLE SKILLS STRUCTURE GOVERNANCE PROCESSES KPIs

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

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 DESIGNING
1 AN OPERATING MODEL
ROLE SKILLS STRUCTURE GOVERNANCE PROCESSES KPIs

DECENTRALIZED In a decentralized model, the RPA organization can be for instance a COE with the main role of
EXAMPLE
defining standards and methodology, while business selects the processes and IT performs the
automations

51
 DESIGNING
2 AN OPERATING MODEL
ROLE SKILLS STRUCTURE GOVERNANCE PROCESSES KPIs

CENTRALIZED In a centralized and strong operational model, the RPA organization is a ROC that actually owns and
EXAMPLE
delivers automation to business units while coordinating with IT and vendor. Most required skills are
within the ROC

52
 DESIGNING
3 AN OPERATING MODEL
ROLE SKILLS STRUCTURE GOVERNANCE PROCESSES KPIs

HUB & SPOKE In a hub & spoke and hybrid model, the RPA organization takes on the responsibility for the technical
EXAMPLE
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

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 DESIGNING
F AN OPERATING MODEL
ROLE SKILLS STRUCTURE GOVERNANCE PROCESSES KPIs

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 The Automation Council

of the RPA organization

Head of Shared Service Country Leader/ RPA organization formal

Head of IT Head of Business Units IT leadership
Center organization Business Leader executive in charge
(local or global) (local or global)
(local or global)

RPA organization Leader

RPA organization Leader RPA organization Leader RPA organization Leader

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 54
 DESIGNING
F AN OPERATING MODEL
ROLE SKILLS STRUCTURE GOVERNANCE PROCESSES KPIs

KEY PROCESSES OF
AN ONGOING RPA There are several key processes that need to be defined for the proper functioning of the RPA
PROGRAM
program

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 DESIGNING
F AN OPERATING MODEL
ROLE SKILLS STRUCTURE GOVERNANCE PROCESSES KPIs

PERFORMANCE Finally a performance management framework should be

MANAGEMENT
FRAMEWORK defined in order to keep track of the overall RPA program
performance

Automated Processes SLAs Virtual Workforce

Monitors the performance of automated
processes in terms of total efficiency created
Capacity KPIs
Establish and monitor SLA Monitors RPA virtual workforce
capacity and optimization potential

PERFORMANCE
FRAMEWORK

Employee KPIs
Financial KPIs Monitors employee development within
Monitors the financial benefits and the CoE, enabling assessment regarding
associated costs obtained from an RPA department structure, resource
program implementation availability etc.

56
Robotic Operations Center – Key Offerings

57
Practical Experience
Pitfalls to Avoid & Key
Takeaways
Centralized and Federated ROCs

59
 Table of Contents

Building the ROC Centralized ROC

• Governance, compliance, standards
1. Identify Your Team (Centralized & Federated) • Education, enablement
• Knowledge share, best practices
• Infrastructure, licenses, IT ops
2. Start Training & Mentoring • Create/Configure ROC Footprint
• Monitoring, HA/DR
3. Decide/Publish Security & Credential approach
4. Manage Idea Pipeline for Automations (IPA) Federated ROCs
• Automation creation, Maintenance, Support
5. Decide RPA Development Lifecycle Approach • Process and pipeline ownership
• Accountable for ROI
• Business change management
6. Publish RPA Governance & Map to Lifecycle • Level 1 & 2 Support

7. Install/Configure Additional Tools

8. Perform Maintenance & Operations
Speed Results
Keep Quality
through Culture
9. Publish Metrics & KPIs High
of Enablement

10. ROC Best Practices Key

Points

Centralize the Distribute the

EXTRA: Sample Rollout Milestones Guidance Productivity

ROC 10-Step Guide

RPA Concepts Section 60
August 019
 1. Identify your Team
ROC Type Roles Duties Skills

Both ROC Manager Communications, KPIs, Personnel Mgmt, Project Senior PM Skills, Agile
Mgmt, Schedule certification
Both RPA Solution Architect Ensure quality approach for automation design RPA Certification

Federated IPA (Idea Pipeline for Process intake, documentation, scoring, mapping Business acumen, familiarity with
Automations) Manager SWAT Personnel to automations, KPIs 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 RPA Certification and RPA
policies. Hold open office hours for mentoring 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 RPA Certification, 2+ years
or as individuals software dev
Federated Business Subject Matter Expert Identify new automations, work with SWAT and Business acumen
Individuals to detail and test steps

Keep quality high

The Centralized team forms the central focus for RPA Maturity and Scale within the organization. by requiring RPA Plan for Stability
This team not only directs automation, but enables a cultural shift to “Automation First” thinking. Certification
Rather than “controlling” the RPA approach, the Centralized ROC enables and mentors the
Key
Federated ROCs, supporting it with infrastructure, guidance, and training. Points:

To optimize results, this team must be dedicated staff, and properly RPA Certified. Focus on
Build for Scale
Removing Hurdles
ROC 10-Step Guide 61
August 019
 2. Start Training & Mentoring
ROC 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 X X X
training
SWAT Mentoring X
Bot-a-Thons X X Combine Education
Create “Automation
with hands-on
First” Culture
The success of an RPA program is directly related to the commitment to experience

training. Proper training will speed implementations, keep quality high,

and encourage growth of the “Automation First” mindset. The availability Key Points:

of mentoring services such as Reviews and Open Office Hours will

keep people from getting “stuck” in their RPA learning. Cultivate Citizen
Mentor for Success
*Free courses at https://academy.uipath.com Developers

ROC 10-Step Guide 62

August 019
 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

UiPath supports:
CAC/PIV
SSO
Level 3 continuous
LDAP & Active Directory
HSM
SAML 2.0
Defense Grade Security
ROC 10-Step Guide 63
August 019
 4. Manage Idea Pipeline for Automations (IPA)
Urgency Effort Access Metrics
1 = Mission Urgent 1 = Tier1 1 = Have access today Hours Saved
2 = Compliance 2 = Tier 2 2 = Need to get permission for Core Mission Goal
Mandatory access
3 = Strategic 3 = Tier 3 3 = Need MOU for access Employee sat/retention
4 = Tactical Quality improvement
5 = Nice to Have …

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
Prioritize Plan for longer-
• Scheduling and assigning SWAT team efforts to automations important, easy term strategic
• KPIs for pipeline intake, backlog, metrics wins wins

Key
Points:

Examples Aggregate Document for

Compare list of contractors to do-not-pay list 2.1.1.”200 FTE Hours Saved Annually” metrics over time Maintenance
Automate heatmap of radiation leaks 1.2.2.”Core Mission Improvement”
ROC 10-Step Guide
Automate ITAR document review 2.3.1.”150 FTE Hours Saved Annually” 64
August 019 Automatically open a case 3.1.1.”5 minutes saved per call”
 5. Decide RPA Development LifeCycle Approach

Develop Unit Test System Pre-

Production
1 1 Test Production

Develop Unit Test

2 2

https://academy.uipath.com/learn
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 65

August 019
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

66
 7. Install/configure Additional Tools
Tool Purpose
Productivity Suite( Microsoft suite, Google Activities for front and back office
suite, Adobe Acrobat , etc)
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, Provide visualization of KPIs
Power BI)
UIPath Go! Store Store for reusable bots that can be reused

Deployment tool?

ROC 10-Step Guide 67

August 019
 8. ROC Maintenance & Operations Planning

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:

Free SWAT
Ensure Stability
teams for
at Scale
Development
• Criteria, Define Change, Review and Approval process
• Identify, Analyze, and resolve inter-process dependencies Key
Points:
• Decide Priorities, Timelines, Approach
• Monitor and reporting on progress Document for
• Education plan for resources impacted Ensure Security
Maintenance

ROC 10-Step Guide 68

August 019
 9. Create Metrics & KPIs Dashboard
Monitoring, Reporting, and Analytics

Program Metrics Success Rates Business Analytics Platform Capacity

• Savings • Completed Transactions • Transaction Intelligence • Studio Usage
• Processes Live • Exceptions Identified • Process Analytics • Robot Usage
• Processes in Pipeline • Errors • Data Analytics • Robot VDIs
• Transactions • Opportunity Discovery • Robot VDI Capacity
• Planned system changes • Optimization Discovery • Warnings & Indicators

Processes Productivity Transactions

Finance AP Finance AR IT Ops Finance AP Finance AR IT Ops Finance AP Finance AR IT Ops

HR Call Center HR Call Center HR Call Center

Total Processes Total Annual Savings Total Completed Transactions

75 $4,500,000 70,000
ROC 10-Step Guide 69
August 019
 10. Sample ROC Rollout Milestones
Federated with Citizen Development

Q1 Q2 Q3 Q4 Q5 Q6 Q7 Q8
Infrastructure

SuperROC DR/BCP Global Large Scale

Federated LOB AI/ML Advanced
Infrastructure Deployment
Rocs GOALS Framework Ramp Up Capabilities
Enablement

Academy Training Citizen Program

Defined 50 Citizen Devs 100 Citizen Devs 200 Citizen Devs 300 Citizen Devs 400 Citizen Devs 500 Citizen Devs

10 Power Users 20 Power Users & 75 Power Users & 100 Power Users 125 Power Users 150 Power Users 175 Power Users 200 Power Users
(RPA Certified) Partners Partners & Partners & Partners & Partners & Partners & Partners
Development

10 Automations 20 Automations 60 Automations 185 Automations 485 Automations 1,110 Automations 2,260 Automations 3,935 Automations

Central Defined
(SuperRoc)
ROC Evolution

Automation Federated
Guidelines Published Enablement Plan 2 Federated BU 3 Federated BUs 4 Federated BUs 5 Federated BUs 10 Federated BUs N Federated BUs

Strategic Partner
ROC 10-Step Guide Onboarded 70
August 019
Lessons Learned

Lessons from 56
agency deployments
 10

Having solely a tactical

approach to RPA

RPA trigger for next

Key to enterprise
productivity jump and
digitization journey
process improvement

72
 9

Considering RPA
as only an IT topic

RPA is more about process understanding than IT

73
 8

Forgetting about IT

Need close interactions Leverage IT past experience

with IT in large deployments

74
 7

Not selecting carefully enough the

best processes to automate

Selecting & prioritizing according to potential and complexity not

“hassle” level and politics

75
 6

Wanting to automate
too much of a process

80% level of automation

Diminishing return
often optimal

76
 5

Using inappropriate
delivery methodology

Agile vs water-fall Excessive documentation

77
 4

Under-estimating the skills

required for a full roll-out

Need for experienced and diverse skill sets as well as large

numbers

78
 3

Over-stating the ROI of the program

and justifying it solely on FTE
reductions

Cost of errors under Improved customer

estimated and difficult to (internal and external)
assess satisfaction key

For ambitious programs short term (less than a year) &

fully measurable ROI unlikely 79
 2

Under-estimating the
stakeholder management effort

General change
C-level engagement
management program

Key stakeholders for start up phase: functional &

business leaders, IT, security, internal audit/compliance… 80
 1

Not having in place a plan

to prepare for a full roll-out

Transition from pilot to full roll-out requires preparation

81
Key Takeaways

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

82
 Key Success Factors for RPA Implementation

IT & Functional Engagement

Cultural Adoption • On-board the IT function & business
functional leads early-on in the RPA
A culture of business innovation journey to build strong governance
and technology accelerates
adoption. Key components for a • Meet the IT departments’ requirements for
rapid and successful RPA adoption security, scalability, auditability, business
are: recovery and change management, thus
ensuring their buy-in
• An active executive-level RPA
sponsor
In House RPA Capability
• A strong & operationally efficient • RPA is not viewed as a tactical weapon,
Robotics Operating Model but as a strategic capability

• Change Management teams • Build internal RPA capability to evolve,

leverage scale & increase business value

83
The RPA Journey & Continuous Improvement
RPA Program Life Cycle Academy Live
Bot-a-Thon
Innovation Days
Mind-shift Academy Training
ROC Functions Workshops
Best Practices
Execution
- Awareness Change Management

Funding - Training Process Mining Workshops

- Process Mining Backlog Grooming
Thought Leadership
Planning - Governance
Governance & Operations
- Development Enablement
New Goals
- Infrastructure De-Centralize, ROC

Lessons Learned
- Operations Leverage Partners
CoE Development
Citizen Development
Scale Capacity
Scale Capability

Maintenance & Support

Monitoring
ROI Realization 84
Thanks for
attending!

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Uma Natarajan, Director of Customer Success, Federal

Jim Walker, Federal CTO
5 November 2019