1. The document discusses how to lay the foundation for a smooth robotic process automation (RPA) implementation through various steps such as performing an organizational assessment, defining a target operating model, mapping stakeholders, assessing the automation portfolio, and building, delivering, and supporting RPA processes. 2. It emphasizes the importance of understanding what RPA can and cannot do, selecting the right tools, integrating with the enterprise, and allowing time for adoption. RPA requires a change in mindset and redeploying staff from routine tasks to more value-added activities. 3. The recipe for a smooth RPA implementation includes embedding and scaling the automation by creating a reference architecture, capturing the business case and benefits plan, and

1. How to lay foundation for smooth RPA implementation
Robotic Process Automation Conference, New Delhi

2. Making Sense from ChaosA
Source PWC survey - Lessons learnt by 18 of the largest Danish enterprises- https://www.pwc.dk/da/publikationer/2017/rpa-danish-market-survey-2017-uk-pwc.pdf
RPA is not a magic wand
Understand what it Can /Cant do
Tool Selection, Enterprise Integration
and Adoption takes time
3
RPA is cross-functional
Think Process, Data & Technology; Map
Stakeholders, Communicate Plans,
Governance and engagement model
RPA is not a tool
It is a way of working, redeploying talent
from low skilled, routine, rule based
tasks to perform value-add activities
2
1

3. Recipe for Smooth RPA Implementation
Embed and Scale
Create Reference
Architecture
Map Stakeholders
Assess Portfolio
Define Target Operating
Model
Build, Deliver and
Support
Perform Org
Assessment –
Answering “Why’s”
Capture Business &
Benefit Plan
1 2 3 4
5 6 7 8
B

4. Perform Organisation Assessment - Answering Why’s
Can we Win?2
Tech| Data | Process
Governance
Org Structure & Culture
Enterprise Integration
Process Maturity
Skill-Will Assessment
Readiness
Capabilities
1 Is it Real?
Willingness to adopt
Opportunity Size
Need/Desire
Feasible
Meet Org Objectives
Concept Clarity
Market
Product
Is it worth doing?3
Sponsorship
Top Mgmt Support
Alignment with intent
Business Drivers & KPIs
RISK Acceptance
ROI
Strategic
Financial
01
Adapted from HBR RWW Framework by George S Day – Dec ,2007

5. Define Target Operating Model
Strategic Intent : Centralized vs
Business aligned; Hosted vs Cloud
Business Drivers : Cost, Growth,
Controlled environment
Commitment & Sponsorship:
Budgets/Sponsorship; benefit tracking
and realization
VISION & GUIDING PRINCIPLES
Structure : Group vs BU; Business vs
Technology
RPA Mindset: FTE Save v FTE Re-
engineering; Virtual vs Human
Skill vs Will
ORGANISATION & CULTURE
On-boarding: Change and Run
Benefit Planning: Portfolio and process
assessment frameworks, Benefit
planning
Data Acquisition
PROCESSES
Policies and Procedures
Roles and Responsibilities
Escalation Matrix and SLAs
Engagement Model
Design Authority
GOVERNANCE
System Landscape
Tools and Platforms
Architecture(Data and Tech)
Vendors(RPA and Implementation)
Enterprise Integration
TECHNOLOGY
02

6. Business Areas (BU/LOBs)Implementation Team
RPA Platform Provider
• Define Business Priority
• Create Business Case and SLAs
• Own Benefit Plan and its delivery
• Resolve any internal Conflict
• Identify internal SMEs and foster RPA
culture
• Act as a Business Engagement
Manager
• Work with business areas to create
automation roadmap, delivery engine
and support model
• Contracts/Negotiations with RPA
Platform provider
• Provides Robotics Platform
• Sign-up contract for Implementation
and support
• Provides Technical platform support
and upgrade
• Work with Business Engagement
team to create automation roadmap
• Owns e2e delivery of RPA
Implementation
• Responsible for design, build, test,
roll-out and support
• SME Expertise on RPA and
automation
Map Key Stakeholders03
Change Management

7. Create Reference Architecture04
Information Security
Access Controls for BOTS
Audit Trails and Control Framework
Data Flow
Data Owner, Consumer & Producers
Upstream/Downstream requirements
Infrastructure
Cloud vs Hosted
Capacity Planning
Tokenization Requirements
Governance
JML Process
Attestation of BOTS
Escalation Matrix
Performance Measurement Framework
(KPIs and Business Drivers)
Proj#1 20 55 999
Projects that deliver capabilities
** Reference Architecture is tightly aligned to business process model which it implements
Recommendation : Set up Design Authority to standardise and provide
architectural oversight to RPA designs across the enterprise

8. Capture Business Case and Benefit Plan05
.
Cost
Avoidance
Setup an Organisation wide robotics utility to allow future business growth, minimize future investments reduce cost and
strengthen control environment.
Steady StateKey MilestonesBusiness CaseOpportunities
Cost Savings
Control
Environment
Future Growth

9. Capture Business Case and Benefit Plan – Know your Numbers05b
Input Driver Range Value Outcome Assumption on Realization
Licencing Cost Per Robot $7,000 - $ 10,000 $ 8,000.00 IRR 105% Benefits Realized in Same Year 30%
Blended Development Resource Cost $40,000 - $ 50,000 $ 45,000.00 Total Cost Save 19.59 million USD
Infra Cost Per Server $3,000 - $ 5,000 $ 5,000.00 Cost to Achieve 12.54 million USD
FTE vs Robot Ratio 5 Net Cash Saving 7.05 million USD
No. Of Robots per Server - 3 Payback 2.9 years
Change Resource Cost $20,000- $30,000 $ 25,000.00
Cost Per Operations FTE(Offshore) $10,000 - $ 20,000 $ 12,000.00
Support Resource Cost $15,000- $25,000 $ 20,000.00
Cash Outflow Cash Save Net Position
Year
# of
Robots
Licencing
Cost
# of
Server
Infra Cost
# of Dev
Resources
Dev Cost
# of Change + SME
Resource - FTE
Tech and Internal
Team, PM
Maintainence
Cost *
Total Cash
Outflow
# of FTEs Saved FTE Cost Save
Other
Saving
Total Savings
Cumulative
Saving**
Net Cash Flow
1 5 $ 40,000 2 $ 10,000 2 $ 90,000 3 $ 75,000 $ 20,000 $ 2,35,000 10 $ 1,20,000 $ - $ 1,20,000 $ 36,000 $ -1,99,000
2 18 $ 1,44,000 6 $ 30,000 8 $ 3,60,000 5 $ 1,25,000 $ 72,000 $ 7,31,000 65 $ 7,80,000 $ - $ 7,80,000 $ 3,54,000 $ -3,77,000
3 38 $ 3,04,000 13 $ 65,000 12 $ 5,40,000 7 $ 1,75,000 $ 1,52,000 $ 12,36,000 100 $ 12,00,000 $ - $ 12,00,000 $ 12,60,000 $ 24,000
4 68 $ 5,44,000 23 $ 1,15,000 12 $ 5,40,000 7 $ 1,75,000 $ 2,72,000 $ 16,46,000 150 $ 18,00,000 $ - $ 18,00,000 $ 26,40,000 $ 9,94,000
5 88 $ 7,04,000 29 $ 1,45,000 8 $ 3,60,000 7 $ 1,75,000 $ 3,52,000 $ 17,36,000 100 $ 12,00,000 $ - $ 12,00,000 $ 39,00,000 $ 21,64,000
6 88 $ 7,04,000 29 $ 1,45,000 5 $ 2,25,000 4 $ 1,00,000 $ 3,52,000 $ 15,26,000 0 $ - $ - $ - $ 51,00,000 $ 35,74,000
7 88 $ 7,04,000 29 $ 1,45,000 4 $ 1,80,000 4 $ 1,00,000 $ 3,52,000 $ 14,81,000 0 $ - $ - $ - $ 51,00,000 $ 36,19,000
8 88 $ 7,04,000 29 $ 1,45,000 2 $ 90,000 1 $ 25,000 $ 3,52,000 $ 13,16,000 0 $ - $ - $ - $ 12,00,000 $ -1,16,000
9 88 $ 7,04,000 29 $ 1,45,000 2 $ 90,000 1 $ 25,000 $ 3,52,000 $ 13,16,000 0 $ - $ - $ - $ - $ -13,16,000
10 88 $ 7,04,000 29 $ 1,45,000 2 $ 90,000.00 1 $ 25,000 $ 3,52,000 $ 13,16,000 0 $ - $ - $ - $ - $ -13,16,000
TOTALS $52,56,000 $10,90,000 $25,65,000.00 $ 10,00,000 $ 26,28,000 $1,25,39,000 425 $51,00,000.00 $ - $51,00,000.00 $ 1,95,90,000.00 $70,51,000.00

10. Assess Portfolio06
HighMedium
CostToAchieve
Value Creation
HighMediumLow
Low
Hanging

11. Build, Deliver and Support – Case of Building a Utility07
50 FTE 20 Processes
10 Controls 40 Data Srcs
Business Unit - 1
20 FTE 10 Processes
5 Controls 10 Data Srcs
Business Unit - 2
50 FTE 20 Processes
10 Controls 40 Data Srcs
Function - 1
150 FTE 60 Processes
60 Controls 60 Data Srcs
Function - 2
250 FTE 80 Processes
100 Controls 100 Data Srcs
Organisation - 1
RPA Utility
.
Customer
On-boarding
Portfolio Assessment Process Discovery
Data Strategy &
Planning
Build & Design
Test Planning &
Deployment
.
Functional
Planning
SIPOC Creation Touch-point Design Rules and Workflow Controls KPIs and Metrics
.Change
Planning
Request for Change
Initial Impact
Assessment
Solution
Shaping/Feasibility
Delivery Planning
Deploy & Sustain
Service
.
Support
Functions
Infra Teams Operations PMO Service Management HR | Training
.
Platform
of Choice
Capacity Planning
Infrastructure
Support
SLA Management Level 1 & 2 Support
Upgrades and
Patches
Utility Service Management
SLA Monitoring & Tracking
Risk & Control Mgmt
Exception Management
SME Support
Continuous Improvement
Benefit Tracking
Change Services Run Services

12. 1. Resolve conflicting priorities
2. Steer and Guidance
3. Own Benefit realization
4. Agree on Roadmap
Steering Committee
 CoE  LOB  Technology
1. Business Support
2. Initial Triage and changes to
workflow/processes
3. Scheduling, Daily log
monitoring etc
Support Team
1. Technical support related to
RPA platform
2. Upgrades/Patches
3. Acts as an SME on RPA
tool
Business Support Team RPA Platform Team
01
Pipeline
02
1. Business Analysis
2. Functional Specification and
Workflow
3. Actors and data source
identification
Change Delivery Team
1. Automation Architecture
2. Design, Build and support of
business processes and
workflow using RPA tool
3. Support Model and business
handover
 COE  LOB  Technology  RPA Platform
BA Team ImplementationTeam
03
04
Configured Robot Enhancement /CR
Status, RAID
Book of Work,
Plan
PM
Embed and Scale via Engagement Model
 COE  LOB  Technology  RPA Platform
08

13. Putting Framework to Practice

14. Download Report
Run Macro or manually filter data
to standardize input format
Review Output
Validate Balance
Update Template and
Data in reconciliation tool
Pass Manual Journals to clear
items where required
Download Report
Filter data, perform
calculation and standardize
inputs
Electronically stores all
reports and performs
reporting
Post Automation
Research of open items
Consolidate data from various
systems / instances and perform
Recs reporting
Update Template and
Data in reconciliation tool
Research of open Items
Rule based Manual Journal
automated (60%), Manual
performed by HumansAnalytics / Insights
Auto-matching
Auto-matching
Pre Automation
25+ Internal System
500+
Bank Statements
50+ Manual inputs
25,000+ Internal
Accounts
BENEFITS
 Eliminated manual effort
 Cycle time reduction
 Better Controls
25000+ Accounts
Automated
Eliminated
Use Case – Continuous ImprovementA1
Problem Statement : Fragmented & Manual processes leading to poor controls thereby compromising the integrity of financial statements
Scope : 25,000+ Internal Balance sheet Account
1
1

15. Use Case – RPA a component of overall Automation StrategyA2
Problem Statement : Fragmented reports with multiple manual touch-points; data integrity is a big question-mark
Scope : 300+ Internal Report Optimization and automation along with auto-commentary generation using NLG
BENEFITS
 Automated commentary
 < 50 Reports
 Information on-demand
Work underway for 100%
conversion
Post Automation
12+ Data Sources
15 Teams with
varied needs
20+ Manual
Uploads
300+ Reports
•Extract Data from multiple
systems
•Extract Master Data and
Roll up hierarchies
•Consolidate data
•Variance analysis
•Follow up on Variances
•Variance commentary
•Report creation
•Report Validation
•Upload in Reporting tool
(External 3rd Party)
Data Collection Data Analysis Reporting
•Extract Data from multiple
systems
•Extract Master Data and
Roll up hierarchies
•Consolidate data
•Variance analysis (A)
•Follow up on Variances
•Variance commentary
(Partial)
•Report creation (A)
•Report Validation
•Upload in Reporting tool
(External 3rd Party) (A)
Data Collection Data Analysis Reporting
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Pre Automation

16. Questions & Answers
Robotic Process Automation Conference, 9th February 2018