RPA journey

RPA is a journey not just a project.

RPA will reach its full potential at the end of a consistent process.

We like to think of it as a journey, one in which a virtual workforce is deployed by the organization to help achieve its long-range corporate goals. Considering RPA a short-term project (perhaps to cut process costs or increase accuracy) will hold back some of the benefits a fully grown, healthy implementation usually provides.

 

Steps

Typical RPA journey

Every journey is unique and reflects strategic priorities. Implementation timelines are also unique, depending on process complexity, available human resources and compliance requirements. However, UiPath identified these four stages as part of every RPA evolution process.
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Proof-of-Concept

This first step does more than giving a prove how RPA can bring remarkable value. It also allows an organization to decide on the role it should have in the RPA implementation model, what automation partnerships it needs and which partners to choose.

At a glance, key activities include:
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Pilot

At this point, an automated process is run into production for the first time, according to the organization’s implementation model. This means that the organization and RPA partners apply defined requirements, a detailed solution design, test scripts and handover plans to the selected process.

Pilot performance is monitored in accordance with its acceptance criteria. In addition, all internal and external stakeholders are surveyed for feedback. This input is the basis for the lessons learned and revising methodology and frameworks before moving to the “Ramp up” stage.

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Ramp-up

The primary focuses of this step are:

During the ramp-up phase, champions should accelerate activities designed to identify further RPA opportunities within the organization and showcase process automation successes to a broader business audience.

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Maturity

The point of this final step is to establish best practices for robotic processes automation as a baseline activity within the organization. Specific examples include a governance board to manage the process automation pipeline demand; disaster recovery and business continuity plans; continuous improvement based on Lean Six Sigma with the automation team.

Beyond including these practices into the organization’s culture, this moment should also include a continuous evangelization about RPA benefits based on existing implementations, while promoting RPA as a key performance objective across all business units or departments in an organization.