Whether by conducting a successful pilot or by being completely overwhelmed with the benefits organizations are reporting from their implementation, you are now absolutely convinced that you should pursue the topic of Intelligent Process Automation further. Ok – now what?
Quantifying the benefits of each opportunity collected for Process Automation, and especially filtering the cases that will bring additional complexity to your delivery team is no mundane task. Our Potential Analysis approach aims at providing a solution to this challenge while building a solid awareness of Process Automation. Let’s deep dive:
Phase 1 – Creating Awareness
Whether you already have a department targeted to start your journey or not, one thing is clear: The better your people understand what Process Automation is, the more likely you are to find suitable use cases. The awareness phase is designed to highlight the benefits and drivers of the complexity of each Process Automation tool (RPA, Chatbots, etc), and to walk each stakeholder through the step-by-step-process of bringing processes from idea to production operations.
Additionally, while conducting awareness sessions (and/or roadshows), one is oftentimes able to flag from the get-go which stakeholders will likely to be skeptical about the topic, but most importantly which stakeholders are ready to become Process Automation Champions (i.e. early adopters of change who will multiply the effect of RPA throughout the organization).
In this way, phase 1 acts as a validation stage, allowing organizations to decide where they should start their analysis and most importantly who should be involved first. The concept and role of the Champions are crucial since resource availability and lack of enthusiasm often end up having a negative influence later on, once a process reaches the delivery phase.
Phase 2 – High-Level Scan
Once the starting point of the analysis is defined you should proceed to compile a “long list” of processes to start your investigation. Ideally, you leverage an existing “process taxonomy” but if that does not exist, you may collect data in a standardized way using Process Questionnaires. Note, to properly compare the data gathered across departments and processes, it is extremely important to use a standard questionnaire, so take your time to design one.
Once all data is gathered and validated, the elimination of processes starts. Each organization should have a “K.O. Criteria” to quickly guide the Business Analyst’s work. Possible K.O. Criteria could be:
- No Citrix Applications should be automated
- Processes impacted by a CRM migration should not be automated
- If no concrete Process Owner is identified, a process should not be automated
Why is this phase crucial? Ultimately, organizations face resource constraints; in an ideal world, your Business Analysts should have the time to conduct process walkthroughs for every process proposed. Your immediate goal is to prioritize opportunities that will not bottleneck delivery and, at the same time, temporarily eliminate those processes that either do not align with your corporate strategy or are too complex to develop.
At the end of the High-Level Scan, you should have a reduced list of processes that are now ready to be investigated further. The three next phases of the potential analysis take you all the way from a Deep-Dive-Analysis to a prioritized list of processes to be automated. To be continued…
By the way…
We have a new Intelligent Automation Consulting webpage. Why don’t you stop by to learn more about Potential Analysis and other services we offer?
The second part of the “Why you need a potential analysis” will cover the need for a technical checkpoint, how to develop a business case and the need to prioritize development.