Deloitte Business Process Solutions Robotic Process Automation – Circo

Deloitte Business Process Solutions
Robotic Process Automation – Circo
September 2019

2© 2019 Member firms and DTTL: Insert appropriate copyright
INTRODUCTION

Pavel Poskakukhin
Associate Director
Business Process Solutions
Deloitte Vietnam
+84 28 3910 0751 ext. 7271
+84 90 6625 578
ppavel@deloitte.com
Professional profile
Pavel’s education background is from Utrecht University,
The Netherlands and specialized in International
Economics and Business. He holds a Master of Science
degree in Economics.
Pavel had more than 11 years’ experience in operations
management and business process services for a
number of multinational companies in manufacturing,
trading, real estate, hospitality, retail, services and
NGOs.
Industry specialization
 Manufacturing
 Real Estate
 Hospitality
 Retail
 NGOs
Qualifications
 Bachelor of Science Economics, Utrecht University, The Netherlands
 Master of Science Economics, Utrecht University, The Netherlands
 Certified Project Management Professional ®
Deloitte’s key contacts
Professional Chairs
 Chair of the Dutch Business Association Vietnam
 Board of Advisors Saigon Innovation Hub
 Former board member of the European Chamber of Commerce in
Vietnam

Copyright © 2019 Deloitte Development LLC. All rights reserved. 4
Summary
Setting Expectations
What is RPA for
you? How do you
see RPA?
1
Which do you
think are the
main benefits
you can get
from this
technology?
2
How difficult
do you find
to adopt
this
technology
in your
internal
operations?
3 In your
opinion,
what can
be the main
difficulties
to adopt
RPA?
4

Setting Expectations
R&CA Foundation
• Describe what RPA is and its capabilities
• Share experiences of RPA in action and RPA aspirations
• Discuss how RPA applies to Business Process Solutions
• Understand direct applications for RPA, potential opportunities and challenges
• Understand different types of RPA Service Models currently provided by BPS
• Understand the evolution of RPA into cognitive capabilities
• Identify and formulate a plan for action
After completing this talk you should be able to…

Robotic Process Automation (RPA)
RPA is the application of a technology that
allows to configure computer software or a
“robot” to capture and interpret existing
applications for processing a transaction,
manipulating data, triggering responses
and communicating with other digital
systems.

RPA has rapidly gained momentum in the last couple of years.
Market Observations
RPA expenditures are
expected to surge from a
modest $125 million in
2015 to nearly $4 billion
by 2024.
Automation can
actually create
better new jobs
Pressing the right
buttons to boost
productivity
It has been estimated that one half to
70% of the work done by shared service,
captive, or outsourced operations can be
automated using robotic software.
• Cognitive- intelligent automation
• The rise of assisted robots- Humans &
Robots collaborating
• M&A will impact in the software
landscape
• Data is the new currency
• Drive commonality across organizational
boundaries RPA as a service

Evolution of Automation
Automation continuum range from enabling strategies that improve parts of business
processes to sophisticated technologies with cognitive elements
Source: Gartner Hype Sycle for Emerging Technologies
Note: Trends across time are not to scale
Robotic Process
Automation
Software used to capture and interpret existing
applications for the purpose of automating
transaction processing, data manipulation, and
communication across multiple IT systems
- Deloitte, “The Robots are Coming”
 Screen scraping data collection
 Rules based business process management
 Tactical toolset to automate repetitive tasks
 Cheaper and faster step towards process
efficiency
Automate non routine tasks involving intuition,
judgment, creativity, persuasion, or problem
solving
- Deloitte, “Automate This”
 Data input and output in any format
 Pattern recognition within unstructured data
 Replication of judgment based tasks
 Basic learning capabilities for continuous
improvement to quality and speed
Artificial
Intelligence
“The theory and development of computer
systems able to perform tasks that normally
require human intelligence.”
- Deloitte, DU Press “Cognitive
Technologies”
 Natural language recognition and processing
 Dealing with unstructured super data sets
 Hypothesis based predictive analysis
 Self-learning rules continuously rewritten to
improve performance
EmergingMaturing
Complexity
Time
As the appetite for automation grows, the interplay of emerging technologies will
lead to fundamental changes in how businesses operate and deliver services to
customers
Intelligent
Automation

Evolution of Enterprise Intelligence
Cognitive Advantage
Transformation through
cognitive insights,
automation, and
engagement
Big data, small data, structured, unstructured data—
there is no shortage of data flowing within, outside,
and among today’s enterprise. But data is only part
of the story. Where conventional technology has
fallen short in helping businesses address seemingly
intractable problems, recent technical advances are
creating new possibilities.
Evolution of Enterprise Intelligence
Welcome to the Cognitive Era!
Programmable systems enabled major
accomplishments such as Space
Exploration and the development of the
internet. The programmable systems era
will continue indefinitely, and will underpin
the era of computing that we are in now.
Ex. Windows Desktops / ERP systems
Programmable Systems Era
1950s
Cognitive systems are computer systems
that have capabilities to emulate the
human brain.
Ex. Watson, Cortana, Google’s self-driving
cars
Cognitive Era
2010s
Mechanical devices helped us with tasks
such as organizing data and making
calculations for tasks such as evaluating
the sales performances of a company’s
employees.
Ex. Hollerith Tabulating Machine
Tabulating Systems Era
1900s
Amplified Intelligence
2020s
In the future, systems will be able to
mimic human intelligence and entirely
replicate human interactions
Exponential Growth of Data
Smarter Algorithms
Faster Processing Speed
Key Drivers
Big data technologies in conjunction
with cognitive computing enable us to
extract insight from data that was
previously unused
Why Now?
With the advent of the
cognitive era, business face
a new paradigm where
workers can put their
amplified intelligence to
work and focus on improving
core operations, building
new assets, and enabling
better outcomes i.e. uncover
the Cognitive Advantage
Systems have evolved from mechanical computation & tabulation devices to intelligent systems that can
emulate human cognition

Robotic Automation Market will reach US $4.98B by 2020 globally and is forecasted to grow at 60.5% CAGR
Robotic and Cognitive Automation (R&CA) Market
3.09
2.59
4.75
3.9
4.14
4.5
5.12
2.05
3.36
3.91
4.24
4.27
4.89
5.05
1
2
3
4
5
6
7
Series2 Series1
Increasing automation is the 2nd most
important strategic priority for enterprises1
1 No.1 priority for Technology Groups22
2%
3%
10%
13%
15%
18%
30%
1
2
3
4
5
6
7
Almost half the roles in Back Office functions have the potential
to be automated2
3
0
0.2
0.4
0.6
0.8
1
1 2 3 4
Low Probability Medium Probability High Probability
Levelofeducation(Bachelorsormore)
0.3 0.7 1.0
Business & Financial project
management professional
Financial managers and
directors
Purchasing managers and
directors
Payroll managers
Financial
administrator
Credit controller
Weighted probability of automation
Financial & Acc,
technician
Finance Account
Manager
Finance Manager
Size of bubble represents # of employees
Source: 1. Deloitte Global Shared Services Survey, 2015, 2. The robots are coming”, Deloitte Financial Services White Paper (2015)

RPA Capability
Opening email
and
attachments
Logging into web/
enterprise
applications
Moving files and folders
Copying and pasting
Filling in forms
Reading and writing to databases
Scraping data
from the web
Making calculations
Connecting to
system APIs
Extracting structured
data from documents
Collecting social media
statistics
Following “if/then”
decisions/rules
Opening email
and
attachments
Logging into web/
enterprise
applications
Moving files and folders
Copying and pasting
Filling in forms
Reading and writing to databases
Scraping data
from the web
Making calculations
Connecting to
system APIs
Extracting structured
data from documents
Collecting social media
statistics
Following “if/then”
decisions/rules
In an RPA solution, robots are capable of mimicking most user actions
Manual Process Judgment Process

Speed and predictability of execution
Processdisruption
HighLow Medium
HighMediumLow
3.
Outsourcing/
Offshoring/
Shared
Services
2. BPM
4. RPA
1. ERP /
CRM
 Doesn’t modify the process - it only automates the
routine steps
 Achieves higher cost efficiency with less significant
investment and shorter execution times
 “Minimum viable process scale” is smallest
4. Robotic Process Automation (RPA)
 Makes execution of the business process easier by
optimizing it
 With introduction of tools based on business rules, it
leads to process change
 Cost efficiency increases
2. BPM
 Often involves large software, infrastructure,
development, and training costs
 Typically results in drastic change in the way a process
is performed
 Often multi-year programs with high execution risk
1. ERP / CRM
 Often undertaken to reduce costs and improve time
coverage
 Cost efficiency higher than BPMS as work done by a
third-party with global operating model
 Process impact is lower
3. Outsourcing / Shared Services
Processes and tools
Enabling tools that help to optimize business processes

RPA IN DELOITTE

Why Deloitte?
We focus fundamentally on addressing
business challenges
• Efficiency
• Capacity / Growth
• Control / Quality
• Speed
• Compliance
More Value once, sustained
1. Think big and start small (i.e. having the big
vision)
2. Speed of deployment vs Quality /
Effectiveness
3. One stop transformation / execution, take
away challenge
4. Hybrid agile way
5. At scale with business analysts and technical
architecture (front-to-back synergies,
technical architecture, efficient and
consistent coding)
Ambition
We help the business change
• Organisation transformation
• Transitioning of talents
‘Voice of the user’ approach (i.e. correct
redeployment / alignment of workforce to create an
integrated workforce)
People
Governance is key right from the start
Governance
RPA Methodology
Our proven RPA Methodology
delivers on all aspects of the
change – value, governance,
people and client’s ambitions.
We guide the client throughout
the RPA journey, helping not
only with primary targets but
also with secondary and
tertiary objectives.
Our RPA principles in Robotics Deployment

The network comprises more than 1500 dedicated RPA experts (BAs and Developers)
Deloitte global Robotics capability
Our Global Robotics Capability Overview
Spain
FS Lean
Robotic BAs
RPA
Developers Robotics Managed
Service Centre?
100 40

APAC
FS Lean
Robotic BAs
RPA
Service Centre?
100 20 -
India
FS Lean
Robotic BAs
RPA
Service Centre?
200 60

South Africa
FS Lean
Robotic BAs
RPA
Service Centre?
100 30

United States
FS Lean
Robotic BAs
RPA
Service Centre?
500 75 -
Rest of EMEA
FS Lean
Robotic BAs
RPA
Service Centre?
300 100

 Overall, we have the capability to deploy
a mix of resources to design, deploy and
govern robotics effectively through a flexible
model that responds to demand
 Our teams draw on our own experience of
setting-up and running robotics delivery through
Competence Centres. They leverage insights
from our vendor relationships with all major
RPA tool providers
 So enhance and continuously evolve our
methodology and tools across our global
community of practice
 We provide onsite Lean robotics business
analysts and RPA developers, with certain
activity conducted offshore. We can also
move our global capacity around, to bring
offshore resources onshore, if required
 Finally, we can monitor and manage large
scale robotic processes and operations,
utilising a mix of onsite management, and
nearshore/ offshore service centres.
 We have robotics service centres in Spain,
Cardiff, Poland/ Ukraine, South Africa and
India

Contextualizing Robotic Process Automation
In an environment of continuous change, Robotic Process Automation can be the solution to face the internal
and external changes that are occurring
Scalable operating modelsCost rationalization Growth perspectives
Complex IT environments
Manual work
Lack of Flexibility
Low appetite of investment
Manual control environment
High operational cost
Process improvement/
cost reduction
Outsourcing
& offshoring
Core system
substitution
System
integrations
Implementation of
Digital/self-service
Main Challenges for the organizations
Common issues…
…traditional solutions
A new innovative
alternative
Robotic Process Automation could be implemented
more quickly, less expensive and with more flexibility
that the traditional solutions

Clients have differing priorities that will impact selection from the five current vendors
Vendor Overview
Specializations
Rapid automation of rules-based
tasks, specifically targeting HR
and Finance processes
No specialization but leader in back
office
Integration capabilities and easiness of
use
Specialization on Machine Learning
Why Do
Clients
Choose This
Vendor?
Ease of Implementation:
• Reliance on screen recorders to
minimize technical
development
• Focus is on simple, linear
processes by non-tech
resources
Depth of Deployment
Experience:
• Largest breadth of clients and
sector experience surpassing
other vendors experience
combined
Efficient Scale Deployment:
• Ability to deploy robot instances
rapidly and a licensing structure
that does not have zero non-bot
costs when scaling
Large-Scale Robot
Management/Control:
• Centralized control centre
providers greater management or
robots with granular scheduling
and visual dashboards
Ease of System Integration:
• Capability to automate processes
with multiple systems easily,
specifically SAP/CITRIX
Remote Desktop Strength:
• Automation via CITIRX is quicker
and with less errors due to specific
CITIRX package
Ease of Implementation:
• Simple drag-and-drop process
creation similar to MS Visio so is
intuitive and speeds up process
development
Advanced Data Extraction Capability:
• Mature OCR and ability to handle
unstructured data with machine
learning to continually improve
Pre-Built Functionality:
• Library of pre-built processes rather
than individual components, speeding
up process development by leveraging
complete processes
Leading
• Process Development
• Security & Compliance
• Implementation
• Security & Compliance
• Robot Management
• Scalability
• Sys. & Workforce Int.
• Process Development
• Development Tools
• Data Extraction
• Hosting Requirements
• Technical Skills Required
• Reporting & Monitoring
• Machine learning capabilities
Lagging
• Sys. & Workforce Int.
• Implementation
• Development Tools
• Robot Management
• Data Extraction
• Reusability
• Partnerships • Scalability
• Data Extractions
• Technical Skills Required

RPA can easily be deployed and managed from a central controller to interact with a wide range
of business applications
Robotic Process Automation – How It Works
Business Architects specify the detailed
instructions for robots to perform and “publish” them
to the robot controller repository
The Control Room is used to assign jobs to robots
and to monitor their activities
Each Robot is located on an organization
environment – which may be virtualized or physical
(i.e., desktop computer) – where it interacts directly
with business applications
Business Users review and resolve any exceptions
or escalations
Robots are capable of interacting with a wide range
of Applications
1
3
Business Architect 2 Control Room
Robot
4 Business Users
5 Applications
ILLUSTRATIVE
1
2
3
4
5
• Opening emails and attachments
• Moving files and folders
• Following “if/then” decisions and
rules
• Copying and pasting data
• Populating standard forms
• Logging into web/enterprise
applications
• Connecting to system APIs
• Extracting structured data from
documents
• Collecting social media statistics
• Reading and writing to databases
• Scraping data from the web
• Merging data from multiple places
• Extracting and reformatting data
into reports or dashboards
• Conducting data calculations
Routine Keystroke Operations Application Interface
Manual Data Collection &
Manipulation
Key Functions Replaced by Bots

Opportunities exist across the lifecycle of processes typically housed in centers of excellence or
which have already been outsourced
Typical First Wave Automation Opportunities
Process Automation
• Manual, repetitive, rules-based processes
• Enables transaction automation, dynamic data manipulation
and streamlined communication
1
• Front Office – sales order management,
competitor price monitoring, customer
engagement automation
• Middle Office – trend tracking, report generation
• Back Office – data reconciliation, app integration
Shared Services Process Automation
• Processes with multiple interactions with different systems
• Opportunity for synergies across processes
• Reduce costs across the spectrum of processes
2
• HR functions – payroll, onboarding, benefits
management, education and training, recruitment
process
• IT functions – infrastructure / application
monitoring, folder and file management, user /
directory and release management
Outsourcing Process Automation
• Efficiencies can be built in outsourcing contracts via use of
RPA solutions
• Managed-robots-as-a-service showing rapid growth
3
• Reconciliations, claims processing, returns
management, inventory processing, desktop
support, production support, network monitoring
Opportunity Area Examples
Source: “The robots are coming” – Deloitte Financial Services White Paper (2015)

EXAMPLE

Background and Objectives
• As part of continuous improvement and optimization initiatives, [Client name] is currently looking
at efficiencies improvement in their Finance and Administration area and is considering building
a more competitive operating model enabled by robotics software.
• Deloitte has a huge experience performing high level assessment of Finance and Administration
processes in order to identify potential areas and activities that could be automated through RPA.
• In this context, [Client name] is considering the launch of a project for the analysis of the processes, in
order to detect automation opportunities and the development of a Pilot project that would allow to
experience the benefits of RPA
Context
[Client name] is considering the
analysis of their Finance and
Administration processes in
order to identify optimization
opportunities through robotics
Our Approach
Use a framework that has
already been tested in other
clients adapting it to the needs
of [Client name]. Develop the
Robotics proof of concept while
advising [Client name] on how
to get the most out of the
initiative.
• Understand the processes and corresponding
opportunities
• Promote understanding and socialization of the
RPA initiative
• Involve key users through our experience
implementing Robotics to maximize results and
ensure correct fit into the current operating model
• Involve IT so they can verify the solution and set
the architecture and scalability standards.
• Identify a candidate process to perform a pilot
• Develop the automation following a "Hybrid Agile"
methodology that allows to adapt the approach
based on the evolution of the project
• Test the processes using real data to test the
proposed design
• Launch the pilot in parallel to the ongoing business
operations ('business-as-usual')
• Make an approach to the business case based on
the actual pilot outputs
• Scalability of the initiative and considerations to
extend the Project to other processes / areas
"Hybrid Agile“
Development
Process Analysis
Automation
Identification &
Design
Test &
Deployment
Our vision of the project

Applying Robotics to Finance and Administration (1 / 2)
Balance Sheet
Analysis, Reviews
& Reconciliation
Controllership
Support -
Planning
& Forecasting
Month-end
Process,
Analysis &
Reviews
Operational
Activities
(e.g.
Treasury,
Cashiers,
Payroll)
Regulatory &
Statutory
Reporting
1 2 3 4 5
• Analyse and identify
accounts /
provisions on B/S
for further
investigation
• Interrogate
identified accounts
and comment on
trends /
abnormalities
• Identify unusual
performance,
forecast and budget
values
• Generate automatic
reports and 'natural'
language’
commentary
• Co-ordinate budget
and forecast
submissions
• Gather and calculate
sub-leger and non-
financial information
• Track and manage
entity and section
submissions
• P&L draft creation
and production with
‘natural language’
commentary
• Validate vendor
information and
populate / maintain
vendor records
• Perform AP 3-way
matching and
process invoices for
payment
• Perform FA
verification and
substantiation
• Collate static data
for submissions to
regulator
• Coordinate financial
statements and
populate draft
statements
• Perform review of
regulatory or
statutory data and
identify anomalies
and errors
Process Area
Indicative
Example Robotic
Opportunity
Typical FTE
Benefits
Applicable
Robotics
‘skills’
• Validate and
interrogate data
• Calculate, decide &
produce
• Validate & analyse
• Orchestrate &
manage
• Report
• Gather & collate
produce
• Orchestrate &
manage
• Validate & analyse
• Record data
• Transport &
communicate
• Gather & collate
produce
• Report
c10-40% c10-20% c15-30% c10-30% c10-30%
Total
Potential
Scope
c10-40%
RPA presents an opportunity to substantially increase the speed, reduce the cost and improve the quality and
control of Finance and administration processes

Applying Robotics to Finance and Administration (2 / 2)
Common Finance and
Administration Process steps
Receive and collate data
Extract data from source
systems
Validate and interrogate data
Perform pre-defined
adjustments
Perform pre-defined
calculations
How can robotics help?
Collate data received from many sources
Data required for Finance and Administration processes frequently requires collation of
manual or similar submissions from a range of sources that RPA tools are able to
orchestrate.
Automation can extract data overnight and frequently
Data sources used in a range of processes on numerous business days, e.g. sub-ledger
data, can be repeatedly extracted and distributed automatically.
Rapidly perform validation checks and qualify exceptions
Data validation performed consistently based on standardised rules and thresholds.
Automatically generate frequent high volume adjustments
Adjustments are required period on period for GAAP conversion and Tax in particular.
Robots can prepare and post the adjustments rapidly and accurately.
Calculate information for reports and disclosures
Calculations required for disclosures, regulatory returns and MI can be performed in a
standard way by RPA.
Upload or email submission or
report
Transfer data to template or
system
Remove need for manual keying or transfer of data
Populate disclosure templates, reports and accounting templates based on finalised
calculations and schedules.
Transfer data or submission templates to target recipient
Automated tool submits data in target system or portal and / or generates email to
distribute.
Applies to all Finance and
Administration processes
Elements / sub-processes have
varying degrees of application. Its
not the case that certain end to end
processes can be automated and
others not.
Focus on common steps rather
than end to end
Automating individual processes can
mean the complexity of qualitative
tasks reduces the benefits of
automation. It is more effective to
automate common tasks deployed
across a range of processes.
We can apply proven Robotics Skills across common Finance and Administration process steps

Prove – Pilot Execution
Definition of Processes to be included in
the Pilot. Analysis, design and
development of the automation.
Analyse - Early RPA Candidates
Looking for tasks in the processes where
there is a large and quick return on
investment.
Pilot results and extend RPA to
other areas
Prove the Robotic Process Automation
efficiency and elaborate a strategic plan
for future deployments.
• In-depth analysis of selected processes.
Documentation review and design of to-be
process
• Review with Business Process Owners to
detect and identify all process exceptions.
Select the most suitable automation for
each process tasks
• Develop agreed automation and elaborate
Solution Design Document. Coordinate
with Business Owners for UAT execution
and validation.
• Analyse Finance and Administration processes
and select “no regret” processes to automate
early, where they don’t require re-coding post-
migration.
• We would use our experience to identify
processes where there is a large amount of
dependency on a third party data source, but the
activities are isolated from the migration and
core platform changes.
• Select the best candidates based on automation
potential and/or reduction of bottle necks and
increase in quality
• Calculate the ROI on the automated
processes.
• Share Business transformation with impacted
business Owners to adapt to current process
definition
• Support the roadmap plan for a deployment
on other finance operations areas.
• Coordinate with IT to request corresponding
accesses and configurations for server
automations
Develop RPA Pilot leveraging from
Deloitte’s previous lessons learned and
best practices.
Ensure optimal candidates selections to
guarantee a ROI on investment.
A roadmap for success, ensuring you use
the most effective methods, standards,
governance for the RPA Implementation.
Explore
Our approach for Finance and Administration RPA Implementation
This project will focus on the Explore phase of the RPA implementation.

Our Vision of the Pilot
Phase
Deliverables/
Output
Keyactivities
• Development of selected
automations
• Development of scripts and
definition of testing
• Develop plan, approach,
scripts, and acceptance criteria
• The RPA development team
creates automatisms and
scripts using Hybrid Agile
methodology
• Review the solution with
business users to reaffirm the
realism of benefits
• End User Support in testing
• Analyze and consolidate the
results in the test phase
• Put automation into production
and monitoring
• Review and validate the estimates
made at the business case level
• Get the sign-off of pilot benefits
• Approaching the next steps
• Validate business need and RPA
implementation goals
• Familiarization Workshops
• Analyze As Is processes at high
level, pre-requisites, constraints,
and systems used
• Analyze existing IT tools and
infrastructure, and interfaces
between systems
• Confirmation of the RPA software
to be used
• Confirm the necessary
infrastructure for the pilot
• Define automation opportunities
and initiative potential
• Project Kick-off and scope
confirmation
• High Level Processes
optimization opportunities
analysis in AS IS situation
• Understanding of IT
environment and basics
requirements for pilot
• Complete testing by End User
• Monitor Results
• Handover to support, change
management and communication
required
• Testing of output and
evaluation
• Update of the documentation
• Perform testing and produce a
report with the results as well
as a success level assessment
• Update the solution
documentation
• Adjust the automated process
(defect management and
identification of improvements)
Timing
• Incorporate automation
opportunities into the existing
process
• Confirm the feasibility of
automation with stakeholders
• Develop documentation with the
requirements and design of the
solution
• Establish the plan for sprints, the
roles and the parties involved
• Define the architecture required
for interaction with the systems
• Documentation of Requirements
and design of the selected
processes (2)
• Feasibility of automation
• Scope Confirmation (2 processes)
and sprints planning
“Hybrid Agile” Delivery
Testing & Delivery
Process analysis and
selection
Automation design
1 2
6 weeks 2 Weeks
Develop
3
Go Live Pilot
4
1 Week6 Weeks (2 sprints)
I. Socialize and Analyze
Processes in scope
II. Prove III. Pilot Go Live
 Development of a Business Case for other processes based on the results of the pilots including the recurring
costs (licenses, management and maintenance)
 High-level approach to potential benefits / savings
Checkpoint 1:
Potential savings / benefit review
Checkpoint 2:
High Level Business Case
review
Project Closing:
Finalize the project and
evaluate the pilot results
The approach proposed for the high level analysis of the Finance and Administration Area and the pilot would be as follows:

NEXT STEPS

Key Lessons Learnt in Robotics RPA Deployment
Our experience so far has allowed us to identify key success factors and gather best practices
1
Select the right process or activity and ensure it emulates
what a person would do
Ensure that the process is well defined to ensure robotics can be
implemented. Must also ensure that the part of the process which
is chosen can be emulated by a robot just like it is by a person
2
Conduct robust testing
Business process testing is required to ensure that any issues
which the robot may have when determining the next step can be
identified. This is to ensure that the robot can ‘have their eyes
open’ during the process
3
Do not automate broken processes
Processes should be amended and made as efficient as possible
before implementing robotics
4
Monitor the quality of the outputs and invest heavily in
exceptions management
The quality of the outputs from the robots must be continuously
monitored to ensure that they are trustworthy. It is important to
invest heavily in exceptions management for quality purposes.
5
Agree up-front approach to measuring and tracking
benefits delivered
Strong focus should be afforded to ensure benefits of robotics are
tracked and understood, with a detailed approach to
measurement agreed prior to implementation
6
Ensure adequate education and user adoption approach
There is a great need to ensure that the robots are adopted into the
business and the need and result of these should explained
thoroughly
7
Have a strong checklist in place regarding infrastructure and
compliance requirements
Ensure that the correct infrastructure is in place and compliance
requirements have been met early on in the project
8
Invest in comprehensive stakeholder management
Stakeholders need to be engaged from the programme’s outset to
ensure effective buy-in, collaboration and adoption of changes
9
Ensure vendor and business vision alignment
The chosen IT vendor should meet the long term process automation
requirements of the business
10
Consider wider strategic technology initiatives
Selected automation of process should align with broader
technological investment in the client’s overall IT strategy

Deployment model
From the task to a Robot as a Service model
Our approach places business outcomes and successful workforce integration of these RPA technologies at the heart of
what we do, driven heavily by our deep industry and functional knowledge. Our thought leadership and strong
relationships with both established and emerging tool vendors enables us and our clients to stay at the leading edge of
this new frontier.
PILOTS
“Turn-key”
ACCOMPANIMENT
Managed Services
BPS
Reduced cost pilots that allow the
customer to assess the feasibility
of the project
End to end service minimizing the
involvement of the client
Support to the customer in their
projects in tasks such as the Project
initial Planning, Assessment
Training, Hybrid Model, Roll-outs
Remote support and hosting
managed by Deloitte
BPS Services that includes RPA
as efficiency and control lever
Service Model
Simple Task Process Automation
 Manual, repetitive, rules-based processes
 Enables transaction automation, dynamic data
management and streamlined communication
1
Complement to Outsourcing
 Automate processes with multiple interactions
with different systems
 Opportunity for cost efficiency (and pricing)
2
Robot as a Service
 The client pay per use
 Managed-robots-as-a-service showing rapid
growth
3

RPA Adoption Approach
RPA adoption can take place in three stages: Prototypes and /or Pilots, and full scale RPA
implementation
Simulates a few aspects of
the process being automated
on a safe environment
Prototype Pilot Implementation
Small-scale, short-term
automation platform to test
and prove changes
1 2
Processes being performed by
the current organization
(humans) are now performed
by ‘bots’
3
 Used to Socialize and Educate Your Organization Around
RPA Benefits
 Provides Value to Your
Organization
 Typically don’t run on test
or production environments
 May lead to
implementations but are
not a prerequisite
 Run in the test and later on
the production
environments
 Also called a feasibility
study or proof of concept
 Processes may be
redesigned prior to being
automated
 Requires buy-in from
impacted stakeholders
Ideal tool to market the benefits
of automation within the
organization
Usually the initial stage in a
project used to test the
technology on a specific process
Process redesigns require input
from subject matter experts and
an assessment of impacts on
other areas and processes

Prototypes are used to socialize RPA capabilities within the organization
RPA Prototype
A prototype can be built for a fraction of the cost to highlight benefits of automation and solicit support
from key stakeholders
 Select target process
 Document as-is process
end to end
 Identify process steps to
automate (scope)
 Install automation
software (client/ external
environment)
 Configure and test the
‘bot’
 Refine prototype as
needed
 Prepare a short video
clip (~3 minutes) that
showcases the use of a
‘bot’ executing the
automated process
Plan & Analyze
(~2 weeks)
Execute - Configure
(~4 weeks)
Produce video clip
(~2 weeks)
~8 weeks*
* Typical team for one process: SM (part-time); M (Full time); SC and C/BA (Full time)

Process Delivery
Artefacts and Accelerators on a Page
1. Process Qualification
Document (PQD & PQDI)
2. Process Design
Document (PDD)
3. Solution Design
Document (SDD)
4. Solution Test Document
(STD, STP, TSR)
6. Go/ No Go Checklist 7. Package Release Notes
(PRN)
Producer: Developer
Reviewer: Delivery Lead, Tester
Approver(s): Business: Platform
Manager
Producer: Portfolio Lead
Project typology indicates lowest mandatory level
Producer: Process BA
Reviewer: Delivery Lead
Approver(s): Business: Process
Owner, Process SME, Enablement
Manager, Target App. Owner(s)
Producer: Developer
Approver(s): Support Manager,
Platform Manager, Target App.
Owner(s)
Producer: Testers
Approver(s): Business: Support
Manager, Platform Manager,
Target App. Owner(s)
Producer: Tester
Approver(s): Business: Support
Manager, Platform Manager,
Target App. Owner(s)
8. Support Handover
Document (SHD)
Producer: Developer
Reviewer: Delivery & Portfolio
Lead
Approver(s): Business: Change
Management
Find the DTT Template on the
RPA SharePoint - link
1.2 Process Qualification
Document for Infrastructure
9. Maintain the Business
Case
Producer: Portfolio Lead
Approver(s): Demand Manager
*Specific version per
RPA technology.
5. Code Review Document
(CRD)
Producer: Developer
Approver(s): Business:Platform
Manager
Pilot Small Large
Approver(s): Business:
Environment Manager, Target
App. Owner(s)

Automation Qualification Criteria – Complexity Matrix
Once we have validated and filtered the opportunities we will use our qualification criteria to identify the
potential for value creation based on a qualitative and quantitative assessment
Key Criteria Low complexity Medium complexity High complexity
Number of applications 1-2 3-4 >5
Number of screens 1-4 4-40 >40
Number of business
logic rules
<5
Without alternative flow
5-50
Incl. alternative flows
>50
Incl. nested rules
Scale of exception handling expected Low Medium High
Data type
Digital, structured
& standardized (no OCR)
Digital, structured
& standardized (no OCR)
Digital, structured but unstandardized
Data handling required Copy/paste, data entry Copy, paste, read and modify data
Copy, paste, read data,
data enrichment, PDF data extraction
Process redesign required? No process changes required Minor process changes required Significant process redesign required
Systems integration All Systems integrate natively
Requires some custom integration
(Custom Functions / Image
Recognition)
Leverage existing 3rd party tools
and/or complex Metabot Custom
Functions
Associated level of operational risk Non-core processing
Time or business
dependent processing
Business critical
BAU processing
Typical duration 2-5 weeks 6-10 weeks 12-14 weeks

Transactional processes and reporting are ideal candidates as they tend to be repetitive and rule-based
Finance Process Heat Map & Video
Suitability assessment is based on 5 evaluation criteria – data intensive, complex, judgement based, data velocity and multiple data sources
Transaction Processing Close, Consolidate & Report
Perform Closing
Close the Books
Perform mgmt. reporting to
internal stakeholders
Mgmt. Reporting
Perform Legal and External
Reporting to Regulatory
Bodies
Legal & Ext. Reporting
Perform Consolidation
Consolidation
Maintain Employee Master
Data
Manage Payroll
Authorize & Process
Payments
Payroll
Maintain Supplier Master
Data
Process Invoice
Period end Processing &
Reporting
Perform Payments
Accounts Payable
Maintain Customer Master
Data
Manage Customer Credit
Exposure
Process Payments
Manage Collections
Reporting
Process Invoices
Accounts Receivable
Perform Banking & Cash
Mgmt. Activities
Manage Foreign Exchange
Cash Management
Maintain G/L Master Data
Process Journals
General Accounting
Process Intercompany
Transactions
Inventory Accounting
Perform Inventory
Accounting
Transfer Pricing
Reporting
Procurement
Perform Project Accounting
Project Accounting
Receive & Compile
Reimbursement Request
Audit & Document Expense
Reports
T&E Processing
Authorize & Process
Payments
Perform Tax
Accounting
Tax Accounting
Perform Fixed Asset
Accounting
Fixed Asset Accounting
Reporting
Strategic Sourcing
Transactional Procurement
Low Medium HighRPA
Cognitive Significant Moderate
https://www.youtube.com/watch?v=Ai8gleKwMxI&feature=youtu.be

Business Process Solutions
Finance,
Accounting &
Tax compliance
HR & Payroll
Corporate
Secretarial Service
Contract
personnel
• Chief Accountant Services
• Bookkeeping
• Accounts payable processing
• Accounts receivable processing
• Financial reporting and controlling
• Budgeting
• Treasury support
• Support in setting up a payroll system
• Provide monthly payroll calculation include
PIT, SHUI and salary disbursement
• Labor compliance
• Monitor employee’s benefits
• Prepare/review salary scale, policies
• Register trade union
• Assist in labor audit requirements
• Employment transfer and HR due diligence
• Interview and CV screening
• Incorporation and licensing
• Business tax registration
• Opening bank account
• Loan registration
• Market research
• Company secretary
• Annual statistic reporting
• Nominate an authorized Chief
accountant
• Assign a temporary replacement of
accountant, procurement, payroll
manager and HR specialist

Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited (“DTTL”), its global network of member firms, and their related entities. DTTL (also referred
to as “Deloitte Global”) and each of its member firms are legally separate and independent entities. DTTL does not provide services to clients. Please see
http://www.deloitte.com/about to learn more.
This communication is for internal distribution and use only among personnel of Deloitte Touche Tohmatsu Limited, its member firms and their related entities
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communication.
© 2019. For information, contact Deloitte Touche Tohmatsu Limited.

Deloitte Business Process Solutions Robotic Process Automation – Circo

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