The document outlines a roadmap for implementing Robotic Process Automation (RPA) in businesses, emphasizing the importance of understanding its capabilities and conducting a discovery process to identify automation opportunities. It details the steps involved, from engaging executive teams for support to gathering insights from frontline staff about their daily tasks that can be automated. The end goal is not just to save time and costs, but also to foster a culture of innovation that leverages RPA for improved business processes and customer service.

1. RPA JOURNEY ROADMAP
ABHINAV SABHARWAL RPA & AGILE TRAINER @ SCHOOL OF RPA
P.H: 9004809189 EMAIL :SCHOOLOFRPA@GMAIL.COM

2. WHAT WE WILL COVER IN THIS VIDEO PRESENTATION
1. Introduction
2. Understanding What RPA Can Do
3. Discovery Kick-off Meeting
4. What Do You Hate Doing
5. What Would You Rather Do Instead
6. A Comprehensive Report
7. Unleashing The Robots
8. Developing A Culture Of Innovation

3. INTRODUCTION
• With any new technology, half the battle is figuring out what
you can do with it. While it took centuries to find any practical
applications for electricity, for example, these days things
move a little faster.
• RPA (Robotic Process Automation) has gone in just a few years
from new kid on the block, to being over-hyped, to what
Gartner in its annual hype cycle calls the “plateau of
productivity”. It means businesses are now finding that RPA
delivers on its promises.
• But just because there are lots of case studies out there
showing RPA working for other businesses, doesn’t mean it
will work for you. Every business, every department, and
every process is different. Identifying the opportunities in
your own business means embarking on a journey of
discovery.
• While it will hopefully be a worthwhile journey, it doesn’t
have to take long, and you don’t have to undertake it on your
own. What's called for is an expert guide who knows the full
capabilities of the technology and can assess which areas of
your business would benefit from it, along with some
quantitative and qualitative predictions of the impact of doing
the work.Here’s an outline of what that journey looks like

4. UNDERSTANDING WHAT RPA CAN DO
• RPA is using software robots to fully or semi-automate
routine and repetitive computer processes that otherwise
humans have to do.
• Examples include copying data from one system to another,
processing orders and transactions, gathering and checking
data for reports, collating and sending information from one
place to another, preparing and sending documents, and the
thousands of other small, daily tasks that keep the gears of
business turning.
• The idea is not to replace human beings but to free them up
from this type of tedious ‘unthinking’ work, which computers
do much faster and more accurately.
• Instead, your people can apply their powerful minds to other
tasks that computers don’t do so well, such as problem
solving, relationship building, and creative thinking.
• RPA robots work with an organisation’s existing software and
systems, accessing them and using them in much the same
way your human staff do. Which means you don’t need to
change a line of code in your existing software or replace any

5. DISCOVERY KICK-OFF MEETING
• The RPA discovery starts with a kick-off meeting with your
executive team. The purpose of this session is to establish a
number of important principles. Firstly, a project of this
transformative nature is only going to work if it has the full
support and sponsorship of senior management.
• Secondly, we need to find out what the executive team’s broad
business objectives are. Are they, for example, looking to cut
costs as much as possible, free up staff for higher value tasks,
extend the lifecycle of legacy business systems, or grow the
business by enabling new and faster ways of accomplishing
things?
• Finally, the discovery process will only uncover the best time
and money saving opportunities if we are allowed unfettered
access to the business, including the frontline staff who
currently perform the tasks that end up getting automated.
• For this to happen the senior management team as well as line
managers and team leaders need to be comfortable with us
having that level of access.

6. WHAT DO YOU HATE DOING
• In our experience, executive teams are focussed on their
large-scale business challenges and upcoming initiatives.
They do not necessarily know exactly what is happening on
day-to-day basis at the level of basic business processes.
• Even frontline managers, because they are one or two steps
removed from performing these tasks themselves, do not
understand processes down to the level of every mouse
click and keyboard input. However, because replicating
every mouse click and keyboard input is effectively what
RPA is, we need that level of detail.
• So once the initial higher-level meetings are done, we will
sit down with team leaders and frontline staff to understand
what they do, and ask them questions like: What do you
hate doing? What tasks take up too much of your time?
What do you really want to do with your day?

7. WHAT DO YOU HATE DOING
• Armed with this kind of information we can identify the
routine and repetitive work that staff feel is holding them
back from being more productive.
• We spend around 10 to 15 hours on site with the aim of
identifying at least 10 business processes, across different
business units, that are prime candidates for automation.
• This step is not only led by the executive team’s objectives,
and by the experience of frontline staff, but also by our own
experience of knowing which standard processes can
generally be automated.

8. A COMPREHENSIVE REPORT
• This is the place Process Mining comes in. The innovation
uses both business information (time-stamped event logs)
and user interaction data to deliver a genuine image of what
processes really resemble.
• We’re talking about each progression in some random
procedure and all the moves individuals are making in the
middle of those steps to make that procedure happen.
• That living, breathing, moving snapshot empowers
companies to find friction, remove it, and continuously
monitor and upgrade the effect of those progressions on
your business results.
• RPA is irrefutably a part of that, streamlining user interaction
tasks in the correct spots, places it turns out to be a lot
simpler to recognize when you need perceivability over
what’s happening in your business. In any case, it’s just one
of the numerous tools available to you to accomplish
process excellence and implement a fully-integrated and
frictionless process and systems landscape.

9. UNLEASHING THE ROBOTS
• What you’re left with at the end of the discovery process is a
report that gives you a menu of automation options, along
with information about what impact each one has on your
business, including your staff’s time and productivity, your
bottom line, and your ability to serve customers.
• We do not recommend automating more than a handful of
the 10 or so identified processes to begin with so that you
can carefully assess the impact of each one. The report also
comes in handy during the piloting and rollout phases as you
can keep referring back to it to check whether its
assumptions were correct, updating it as you go to give
more accurate estimates for the other candidate processes

10. A CULTURE OF INNOVATION
• It’s also important to understand that automating existing
processes to save time and money is just one aspect of
what RPA can deliver. So, the discovery process can also
be the start of a process of innovation.
• As you become more familiar with the technology, and as
Sherpa Works comes to understand more about your
business, it should be possible to identify entirely new
applications for RPA that help your business to serve
customers in new and more profitable ways.

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