Robotic Operating Model

Enterprise Robotic Operating Model

Governance & Pipeline

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 The Robotic Operating Model is Blue Prism’s industry
leading approach to successfully providing maximum
business benefit through the scaled deployment of Robotic
Process Automation that rapidly delivers on-going
business value through the identification and automation of
manual processes within a structured and controlled, IT
approved environment.

It provides the foundations for evolving the traditional

Target Operating Model to embrace the robots and
establish a seamless bi-directional flow of work between the
human and the digital workforce.

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 The Seven Foundations of a Robotic Operating Model

Demand Management Operations Business Benefit

Operationally Led Centre of Excellence

Governance & Delivery

Vision Organization Service Model People Technology
Pipeline Methodology

Identifying the expected Defining the Defining the process Defining the optimal Agreeing the engagement Defining the roles and Defining a highly scalable
business benefits and organizational design that discovery approach to delivery methodology model required to responsibilities and maintainable
outlining how these align best supports delivery of create a credible method and embedding policies support operational Supporting the selection technical architecture
to corporate strategy the RPA capability and in selecting processes for for rapid and efficient processes of candidates for all roles and associated strategies
aligns with corporate the pipeline governed by Defining the
strategy and culture a procedure to prioritize delivery of Blue Prism Defining which ensure the
processes in a structured, management, reporting, training/mentoring environment is being set
the demand to maximize scheduling and referral
the associated business controlled and repeatable approach for the Blue up to allow maximum
handling processes for Prism delivery and
benefit realization manner business benefit
BAU support teams

IT Supported Enterprise Infrastructure

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Governance & Pipeline
Defining the process discovery approach to create a credible
method in selecting processes for the pipeline governed by a
procedure to prioritize the demand to maximize the
associated business benefit realization

Robotic Operating Model

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 Robotic Operating Model - Governance & Pipeline OVERVIEW

Defining the process discovery approach to create a credible method in selecting processes for the pipeline governed by a
procedure to prioritize the demand to maximize the associated business benefit realization

Governance Pipeline

Determining a Governance Board ensures alignment

Establish a healthy and credible pipeline by building
What of key objectives and responsibilities for building a What
suitable demand pipeline and managing the RPA schedule.

The Governance Board is tasked with ensuring

consistency and visibility of demand management
Why decisions plus it provides the forum for measuring
and communicating business benefit realization.
Balances maximization of business benefit, delivery
Why resource availability and reuse of existing processes
and objects

Ownership lies with the relevant role in the

Key stakeholders are represented from RPA, IT and capability that will utilize the Blue Prism Discover
Who the Business
Who
tool to seek out further opportunities for
automation.

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 Robotic Operating Model - Governance WHAT

Building an RPA Governance Board

Governance procedure to prioritize the demand for processes being selected for automation ensuring to maximize the
associated business benefit realization.
It is important the business makes eyes wide open choices about how capacity
is deployed through every stage of their RPA journey
Think about how you:

Assign the boards To perform its role

objectives and properly it is
responsibilities for important the RPA
ensuring RPA delivers Governance Board is
the associated made up of the right
business benefits people

That accountability for each key decision rests with an RPA Governance Board
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 The RPA Governance Board – Key Stakeholders
The RPA Governance Board is responsible for setting the strategy for RPA and delivering against that strategy.
Stakeholders
• Responsible for managing inward and outward
dependencies with IT.
• Gatekeeper for demand on RPA capability from IT
Establishing the digital workers have the applicable
applications / systems required
Providing the RPA development team with the
relevant environments to build automate solutions
Ensure the development team have the applicable
and secure access to the environment
Implement the applicable environment policies so
digital workers can execute the automations correctly
Where applicable designing and building a scalable
technical environment for the Digital Workforce
Security Access model in place for BP users AND the
Digital Workforce
• Chairs the Governance Board.
• Accountable to executive management for business
performance of the RPA capability.
Ensures the Governance Board meet regularly and
predictably to discuss new candidates.
Acknowledges ownership and accountability for
development and delivery of the demand pipeline
Ensure a Governance Board is in place consisting of
proven decision-making members
Ensure responsibility for reviewing and approving
changes as well as new automation requests
Create a set of criteria that must be met before any
process moves to the build prioritisation phase
Ensure a proven process discovery tool is in place to
identify and prioritise process automation candidates
WHO
• Consumer of services provided by RPA capability -
responsible for managing alignment with business
strategy
• Accountable for RPA business case
Ensuring a good mix of people from across the
business units are represented
Establish a healthy and credible pipeline of
opportunities as part of a discovery phase
Establish the training requirements to equip the
operations team to be able to support the workload
Ensuring Subject Matter Experts from the operations
areas are aligned and accordingly trained
Establish processes are adhering to delivery business
benefits continually
RPA Evangelists ensure RPA capabilities are demoed
to the organisation
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The Governance Board is tasked with ensuring consistency and visibility of demand management decisions plus it
provides the forum for measuring and communicating business benefit realization.
Demand
Management
Definition
• Ultimate gate-keeper for all
demand generated via the
pipeline
• Responsible for defining
and prioritizing the RPA
change schedule
• Ensuring the Governance Board
drive and define a set of criteria
that must be met before any
process moves forward to the
build prioritisation phase.
• Instilling into the Governance
Board the responsibility for
reviewing and approving the
pipeline management
The RPA Governance Board - Objectives
Demand
Generation
Definition
• Promote the benefits of
RPA throughout the
organization
• Identify and qualify RPA
automation
opportunities
• Ensuring as RPA Evangelists the
capabilities are demoed to the
organisation to generate
interest.
• Ensure a proven and tested
process discovery phase /
process has been signed off to
identify, validate and prioritise
process automation candidates
Benefit Realization
Definition
• Accountability for
benefits realization
tracking
• Responsible for
communicating RPA
success across the
organization
• Creating visibility of benefits
realization through use of the
Blue Prism reporting
management processes.
• Provide the ability to track
benefits of automation against
the human workforce
• Ownership within the
Governance Board to
communicate out success to the
organization
Continuous
Improvement
Definition
• Identifying opportunities
to drive greater value
from RPA
• Providing sponsorship for
CI initiatives
• Through initiatives of
generating the pipeline,
processes can be selected based
on initial benefits, with a view
of later phases it can drive
greater value
• Looking to use partnering
technologies as part of Digital
Transformation than just
primarily automation to drive
greater value
HOW
Delivery Steering
Group
Definition
• Decision-making forum
for all strategic business
and technical design
challenges occurring
during the delivery
• Providing an escalation
point for critical delivery
issues and risks
• Providing an escalation point /
process for final decisions to be
made by senior stakeholders,
helps to resolve challenges
quicker
• Forums should be created with
the relevant senior stakeholders
to ensure those challenges are
raised and an adequate solution
is in place
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 Building a Demand Pipeline WHAT

A pipeline is a set of identified processes across the organisation or each department. Using an agreed and consistent
approach to validating the suitability of each process for inclusion on the pipeline inventory

4.0
Automation Potential

2.5 Pipeline Ready

Defer Incubate
1.0 3.0 4.0
Ease of Implementation

Building a reusable, repeatable and scalable toolkit and methodology that enables the RPA team to discover processes
that are most suitable for automation to meet the business benefit realization
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 Creating a Pipeline WHO

Head of Robotic Business Operations

Process Automation Representatives

• Responsible for defining the • Responsible for defining the

Process Management Policy Process Change Control
• Identifies, analyses and scores Policy
candidate processes for automation • Responsible for defining the
• Effectively communicates the method for initiating and
scoring outcomes managing change requests to
• Schedules planned automations by existing processes, generated
scoring and prioritising through operational demand
• Aligns timescales, communicating
intentions to relevant parties, IT Representatives
method and/or procedures for
project initiation
• Manages the process for initiating
Pipeline • Responsible for defining
and managing change requests to
existing processes
Hopper the System Change Control
Policy
• Ensuring a method for
initiating and managing
change requests to existing
processes, generated
through host system
changes
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 Managing the Demand Pipeline HOW

Proactive Triggers Proactive Triggers

Demand for RPA
1. Business Automation Requests
1. Business Process Changes
2. Automation CI Initiatives
2. System Changes
3. Change Programs

Prioritization • Client automation review • Prioritization for requests received from broader business or IT
• Process analysis externally managed
• Business case modelling

• Follow structured impact assessment process, that evaluates benefits, delivery and ongoing support
costs (specifying ownership as required) as well as alignment to strategic business drivers and impact
Impact Assessment of not making the change
• Process to reflect existing organizational approach for managing change

• Enables key stakeholders to review all proposed automations and assess the projected value in terms
RPA Governance Board of strategic business drivers
• Chaired by Head of Robotic Automation, and attended by business, IT and change reps

• Build and manage the RPA change schedule – balancing maximization of business benefit, delivery
Scheduling resource availability, and reuse of existing processes and objects
• Head of Robotic Automation and / or Automation Manager responsible for scheduling and managing
stakeholder expectations across the business and IT community

Digital Workforce
Define Design Configure Test Deploy

Delivery Management Operational Support

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 Checklist: Governance & Pipeline
Governance Board
Is there a signed off and proven Governance Board in place?
Has the Governance Board been assigned objectives and
responsibilities?
Do objectives support delivery of the associated business
benefits?
Is the RPA Governance Board made up of the right people?
Do key decisions rest within the RPA Governance Board?
Does the Governance Board meet regularly?
Building a Pipeline
Does the process discovery follow a structured impact
assessment process?
Are comprehensive business cases scheduled for delivering
the proposed scope?
Create a tool to enable you to maintain an auditable record
of, and report on, your process activities?
Toolkit is designed for use by a role and should be used
after a first pass, organizations-level, screen?
Are opportunities reviewed and aligned to strategic
business drivers and impact of not making the change?
Do you determine the automation potential across an entire
organization or business unit to form a pipeline?
Board Representatives
Do Operations are represented on the Governance Board?
Do IT representatives participate in the Governance Board?
Does the Head of RPA chair the Governance Board?
Have the RPA members been successfully trained on the
Process Discovery of possible automations?
Does the Governance Board have proven decision-making
members from RPA, Business and Technology?
Does the Governance Board have a signed off Terms of
Reference from all representatives?
Creating a Pipeline
Are IT responsible for defining the System Change Control
Policy?
Are Operations responsible for defining the method for
initiating and managing change requests?
Is the Head of RPA responsible for defining the
Process Management Policy?
Does the pipeline align timescales, communicate intentions
to relevant parties and/or procedures for project initiation?
Proposed automations are scheduled and planned by
scoring and prioritising?
Does the Head of RPA manage the process for initiating and
managing change requests to existing processes?
SUMMARY
Objectives
Has criteria been defined that must be met before any
process moves forward?
Are responsibilities defined to prioritize the demand for
processes being selected for automation?
Does the Governance Board track the benefits of automated
Process?
Does the Governance Board go through any analysis criteria
such as, Case Time, Volumes, and Process Complexity?
Is the Governance Board utilized as an escalation point for
final decisions to resolve challenges?
Does the Governance Board communicate out success to
the organization?
Managing the Pipeline
Is there a built and managed RPA change schedule?
Does prioritization for requests received from broader
business or IT externally managed?
Is the Head of Robotic Automation responsible for
scheduling and managing stakeholder expectations?
Does the pipeline cater for Change Requests and are
managed and prioritized accordingly?
Is the pipeline constantly reviewed and updated?
Is the pipeline made readily available to people in the
organization for viewing the scheduled automations?
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 Further information
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