Bangalore Technological Institute

VISVESVARAYA TECHNOLOGICAL UNIVERSITY
Belagavi-590018, Karnataka
A Technical Seminar Report On

“Robotic Process Automation”
Submitted in partial fulfillment for the award of the degree in
BACHELOR OF ENGINEERING IN
COMPUTER SCIENCE & ENGINEERING
Submitted by
PAVAN PRABHU G
USN: 1BH19CS066
Under the guidance of

Ms. MENAKA A
Assistant Professor
BANGALORE TECHNOLOGICAL INSTITUTE

(ISO 9001:2015 Certified Institute)
Sarjapura Road, Kodathi, Bangalore-560035
Department of Computer Science and Engineering
2022-2023
BANGALORE TECHNOLOGICAL INSTITUTE
(An ISO 9001:2015 Certified Institute)
Off-Sarjapur Road, Kodathi, Bangalore – 560035
Department of Computer Science and Engineering
CERTIFICATE
It is certified that the Technical Seminar Work entitled “Robotic Process Automation” carried out by
PAVAN PRABHU G [1BH19CS066], the Bonafide student of Bangalore Technological Institute,
Bangalore in partial fulfillment for the award of Bachelor of Engineering in Computer Science and
Engineering of Visvesvaraya Technological University, Belgaum during the year 2022-2023. Thus,
it is certified that all corrections/suggestion indicated for Internal Assessment have been incorporated in
the report submitted to the Department of Computer Science and Engineering. The technical seminar
report has been approved as it satisfies the academic requirement in respect of technical seminar report
prescribed for the said degree.
__________________________ __________________________
Ms. Menaka A Mrs. Manjula Devi P

Assistant Professor Assistant Professor
Guide Technical Seminar Co-Ordinator
__________________________ __________________________
Dr. Sohan Kumar Gupta Dr. H S Nanda

Professor and HOD Principal
Department of CSE
External Viva
Name of the Examiners Signature with date
1 ………………....... ……………………
2 …………………… …………………...
ACKNOWLEDGEMENT
Any achievement, be it scholastic or otherwise does not depend solely on the individual efforts
but on the guidance, encouragement and cooperation of intellectuals and elders. We would like
to take this opportunity to thank them all.
I heartily extend my words of gratitude to guide, Ms. Menaka A, for her valuable advice,
encouragement and suggestion given to us in the course of the technical seminar and
academics. I convey my gratitude to her for having constantly monitored the development and
setting up precise deadlines
I express my heartfelt thanks to the technical seminar coordinator, Mrs. Manjula Devi P, for
her immense support and guidance in the Seminar.
I would like to express our immense gratitude to Head of Department Dr. Sohan Kumar
Gupta, for his unfailing encouragement and suggestion given to us in course of work.
I would like to take this opportunity to express our gratitude to the Principal, Dr. H S Nanda,
for giving us this opportunity to enrich our knowledge.
I am grateful to the President Dr. A Prabhakara Reddy and Secretary, Sri. C L Gowda for
having provided us with a great infrastructure and well-furnished labs.
Finally, a note of thanks to the Department of Computer Science and Engineering, both
teaching and non-teaching staff for their co-operation extended to us.
Last but not the least, we acknowledge the support and feedback of our parents, guardians
andfriends, for their indispensable help always.
PAVAN PRABHU G
[1BH19CS066]
I
ABSTRACT
Robotic Process Automation (RPA) is an innovative technology that enables organizations to automate
repetitive and rule-based business processes. RPA involves the use of software robots or bots that can
mimic human actions, allowing them to perform a variety of tasks such as data entry, document
processing, and customer service. The benefits of RPA are numerous and include increased
productivity, accuracy, and cost savings. RPA also helps to reduce errors and frees up employees to
focus on more value-added tasks. The RPA market is rapidly growing, and organizations across
industries are adopting this technology to streamline their operations and gain a competitive edge.
However, successful implementation of RPA requires careful planning, process identification, and
analysis to ensure that the right processes are automated. This report provides an overview of RPA, its
benefits, challenges, and best practices for successful implementation.
II
TABLE OF CONTENTS
TITLE PAGE NO
Acknowledgement I
Abstract II
Table of Content III
List of Figures V
CHAPTERS
1. ABOUT RPA 1
1.1 Aim 1
1.2 Abstract 1
1.3 Introduction 2
2. CHARACTERISTICS OF RPA SOFTWARE 4

2.1 Characteristics of RPA 4
2.2 Benefits of RPA 6
3. TOP RPA VENDORS 7
4. APPLICATION AND USES 10
4.1 Top Application of RPA 9
4.2 Uses of RPA 4.3 10
4.3 RPA Approach 11
5. IMPLEMENTATION 13
5.1 Automation Potential 13
5.2 Complexity 14
5.3 FTE Savings 15
5.4 RPA implementation Roadmap 16
III
6. IMPACT OF RPA 18
6.1 Advantages of RPA 20
7. CONCLUSION 21
BIBLIOGRAPHY 22
IV
LIST OF FIGURES
SL.NO TITLE PAGE NO.
1.1 RPA 3
2.1 Benefits of RP 6
3.1 Logo of Blue prism 7
3.2 Logo of EdgeVerve 7
3.3 Logo of helpsystems 8
3.4 Logo of UiPath 8
3.5 Logo of WorkFusion 8
3.6 Logo of Automation Anywhere 8
4.1 Process Identification Approach 11
5.1 Design 13
5.2 RPA Implementation Roadmap 16
V
Robotic Process Automation 2022-2023
Chapter 1
ABOUT RPA
1.1 Aim
Robotic process automation (RPA) is the application of technology that allows employees in a
company to configure computer software or a “robot” to capture and interpret existing
applications for processing a transaction, manipulating data, triggering responses and
communicating with other digital systems. Any company that uses labor on a large scale for
general knowledge process work, where people are performing high-volume, highly transactional
process functions, will boost their capabilities and save money and time with robotic process
automation software.
Just as industrial robots are remaking the manufacturing industry by creating higher production
rates and improved quality, RPA “robots” are revolutionizing the way we think about and
administer business processes, IT support processes, workflow processes, remote infrastructure
and back-office work. RPA provides dramatic improvements in accuracy and cycle time and
increased productivity in transaction processing while it elevates the nature of work by removing
people from dull, repetitive tasks. The technology of RPA can be applied specifically to a wide
range of industries.
1.2 Abstract
Robotic process automation (RPA) is the use of software with artificial intelligence (AI) and
machine learning capabilities to handle high-volume, repeatable tasks that previously required
only humans to perform. In short, there is at least a problem with traditional Business Process
Management (BPM) systems, as they cannot suggest the best combination of tasks, people and
timings, which can increase the benefits of running them, while reducing the costs and risk
factors. Then, dealing with business process, a common claimed benefit is associated with the
improvement of performance. In addition to this, we also highlight some potential operational
risks from the adoption of AI-based systems like RPA. The acceleration in the business context
makes it more difficult to predict what changes will occur and how they can affect the
technological solutions used in the increasingly automated business processes.
Department of CSE, BTI, Bengaluru-35 Page 1

1.3 Introduction
Dynamics of business environment is pressing organizations to become more competitive. In this

context, a process-based approach became popular in the context of organizational management.
Business Processes (BP) are the set of coordinated tasks or activities performed by people and/or
artifacts in order to achieve organizational goals and related objectives. Besides, BP are
subjected to organizational governance rules and policies, seeking an alignment or balanced
integration between business, Information Technology systems and working practices . BP need
to be designed according to those business and alignment requirements. Over time, given the
growing dynamism of business environments, BP are redesigned and/or reengineered as a
response to those external transformations or even because companies want to be operating with
more agility. Business Process Management (BPM) is a relevant topic focused on managing
organizational processes using different methods, techniques and software solutions to analyze,
control and manage tasks and organizational activities, using assets like people, skills,
applications, documents and other related data and information .
An identified problem of current BPM solutions is that they do not leverage the amount of data
to create insights to solve the most challenging aspects of a BPM System, what task to execute,
When the task should be completed (SLA) and by Whom the task should be made. These 3W's
has been usually defined by Process Managers, with tiny or any contribution of a learning
mechanism that could increase the probability of a best outcome. So, they cannot suggest the
best combination of tasks, people and timings in order to increase the benefits of running them,
while reducing transaction costs and associated risks. Nowadays, either researchers or
practitioners propose that BP must be gradually optimized and automated.
In extending the scope and sophistication of automation, some pertinent questions arise, such as:
(1) What are the main benefits and risks associated with new solutions that deepen BP
automation with greater "intelligence" in BPM?
(2) Is an automated and intelligent mechanism more appropriate to define and decide who should
perform a task, reducing the risk and the cost of its execution, while increasing the desired
result?
(3) Can an automated and intelligent mechanism be used to define who should perform a task, at
an early stage of a BPA / RPA, when no learning outcomes are still available?
This article is developed over the following sections. Section II presents the background of some
of these research areas by addressing subjects like business process management and business
process automation. Although superficially, we also identify the application of artificial
intelligence in this context. Section III provides a description of the concepts related to robotic

process automation (RPA) and its usage in different 2019 14th Iberian Conference on
Information Systems and Technologies (CISTI) 19 – 22 June 2019, Coimbra, Portugal ISBN:
978-989-98434-9-3 contexts. In section IV we briefly discuss the challenges of attaining benefits
and avoiding risks related to business process management, business process automation and
robotic process automation. Then, section V outlines a brief case study from the banking
industry. This case allows us to identify possible advantages and risks derived from RPA
implementations, providing partial answers to the research questions set out above. These
answers are covered and discussed in section VI. Finally, section VII presents the conclusions.
Robotic process automation (RPA) is the application of technology that allows employees in a
company to configure computer software or a “robot” to capture and interpret existing
applications for processing a transaction, manipulating data, triggering responses and
communicating with other digital systems. Any company that uses labor on a large scale for
general knowledge process work, where people are performing high-volume, highly transactional
process functions, will boost their capabilities and save money and time with robotic process
automation software.
Just as industrial robots are remaking the manufacturing industry by creating higher production
rates and improved quality, RPA “robots” are revolutionizing the way we think about and
administer business processes, IT support processes, workflow processes, remote infrastructure
and back-office work. RPA provides dramatic improvements in accuracy and cycle time and
increased productivity in transaction processing while it elevates the nature of work by removing
people from dull, repetitive tasks. The technology of RPA can be applied specifically to a wide
range of industries.
Fig 1.1 RPA

Chapter 2
CHARACTERISTICS OF RPA
2.1 Characteristics of RPA:
• Code-Free
RPA does not require programming skills: Business operations employees - people with process
and subject matter expertise but no programing experience - can be trained to independently
automate processes using RPA tools within a few weeks. Many RPA platforms present a
flowchart designer, much like Microsoft Visio: process definitions are created graphically by
dragging, dropping and linking icons that represent steps in a process.
• Non-disruptive
One of the challenges of traditional IT deployments is that the transformation or change of
existing systems is complex and risky. Thus, many large organizations are reluctant to redesign,
replace or even to enhance existing systems through the creation of new IT interfaces (or APIs).
For this reason, the philosophy behind RPA is to avoid the complexity and risk of such changes
where they are not warranted, (or indeed to enable such changes to be prototyped and tested,
simply by simulating equivalent input/output via the user interface in lieu of APIs). RPA tools
therefore lean towards "light" IT requirements and do not, for example, disturb underlying
computer systems. The robots access end user computer systems exactly as a human does - via
the user interface with an established access control mechanism (e.g. logon ID and password) -
so no underlying systems programming need be required. This is an important point because,
from a security, quality and data integrity perspective, the UI of many applications encapsulates
many years of requirements and testing for error prevention, data integrity and security access
control. To bypass a UI by creating a new API is a risky undertaking and requires extensive
testing in order that the same levels of functionality and protection are maintained.
• Business user friendly

RPA’s relative ease of use and low requirement for technical support perhaps explains why
adoption typically originates inside business operations and not inside Information Technology
(IT) departments. Because RPA projects do not require expensive IT skills and investment in
new platforms, the economic threshold of processes with a viable business case for automation is
substantially lowered.

Scalability: Organizations shouldn't select RPA software that requires them to deploy software
robots to desktops or virtualized environments. They should look for RPA platforms that can be
centrally managed and scale massively.
Speed: Enterprises should be able to design and test new robotic processes in a few hours or less,
as well as optimize the bots to work quickly.
Reliability: As companies launch robots to automate hundreds or even thousands of tasks, they
should look for tools with built-in monitoring and analytics that enable them to monitor the
health of their systems.
Simplicity: Organizations should look for products that are simple enough that any employee in
the business can build and use them to handle various kinds of work, including collecting data
and turning content into information that enables leaders to make the best business decisions.
Intelligence: The best RPA tools can support simple task-based activities, read and write to any
data source, and take advantage of more advanced learning to further improve automation.
Enterprise-class: Companies should look for tools that are built from the ground up for
enterprise-grade scalability, reliability and manageability.
Security: If an organization runs on automation, an abundant number of users will likely demand
access to the RPA product. Here, it is crucial to have strong user access management features.
Therefore, RPA tools include role-based security capability to ensure action specific permissions.
In addition, many robotic process automation tools enable the configuration as well as
customization of encryption capabilities for securing certain data types to defend against the
interruption of network communication.
The entire automated data, audits, and instructions accessed by the bot are encrypted to avoid
malicious tampering and ensure the legitimacy of historical record compliance. Furthermore, the
enterprise RPA solutions also offer detailed logging of users’ actions as well as each task
executed. This feature assures internal security and maintains compliance with industry
regulations like SOX, HIPAA or PCI DSS.

2.2 BENEFITS OF RPA
Robotic process automation technology can help organizations on their digital transformation
journeys by:
 Enabling better customer service
 Ensuring business operations and processes comply with regulations and standards
 Allowing processes to be completed much more rapidly
 Providing improved efficiency by digitizing and auditing process data
 Creating cost savings for manual and repetitive tasks
Enabling employees to be more productive
Fig 2.1 Benefits of RP

Chapter 3
TOP RPA VENDORS
Automation Anywhere Inc. provides an enterprise digital workforce platform geared toward
procure-to-pay, quote-to-cash, HR, claims processing and other back-office processes.
Notable RPA software vendors include:
 Automation Anywhere
 BlackLine
 Blue Prism
 Datamatics
 EdgeVerve
 HelpSystems
 Jacada
 Kofax
 NICE
 Pegasystems
 Verint
 Automation Anywhere
 Blue Prism focuses on providing organizations in regulated industries with more agile
virtual workforces, offering desktop-aligned robots that are defined and managed centrally.
Fig 3.1: Logo of Blue prism
 EdgeVerve Limited, an Infosys company, helps enterprises modernize customer service,

improve business processes and enhance operational productivity.
Fig 3.2: logo of EdgeVerve

 HelpSystems enables companies to streamline IT and business operations by automating

tasks and workflows without the need to write code.
Fig 3.3: Logo of helpsystems
 UiPath offers an open platform to help organizations efficiently automate business

processes. One of the top RPA tools used for automation having quicker response.
Fig 3.4: Logo of UiPath
 WorkFusion combines robotics, AI-powered cognitive automation and workforce

orchestration to automate enterprise business processes.
Fig 3.5: Logo of WorkFusion
 Automation Anywhere is an American global software company that develops robotic

process automation (RPA) software.
Fig 3.6: Logo of Automation Anywhere

Chapter 4
APPLICATIONS AND USES

4.1 Some of the top applications of RPA include:
• Process automation
Technologies like presentation-layer automation software – a technology that mimics the
steps of a rules-based, non-subjective process without compromising the existing IT
architecture – are able to consistently carry out prescribed functions and easily scale up or
down to meet demand. Process automation can expedite back-office tasks in finance,
procurement, supply chain management, accounting, customer service and human
resources, including data entry, purchase order issuing, creation of online access
credentials, or business processes that require “swivel-chair” access to multiple existing
systems.
• IT support and management

Automated processes in the remote management of IT infrastructures can consistently
investigate and solve problems for faster process throughput. RPA can improve service
desk operations and the monitoring of network devices. Separating scalability from
human resources allows a company to handle short-term demand without extra recruiting
or training.
• Automated assistant
As in voice recognition software or automated online assistants, developments in how
machines process language, retrieve information and structure basic content mean that
RPA can provide answers to employees or customers in natural language rather than in
software code. This technology can help to conserve resources for large call centers and
for customer interaction centers.
• Customer Service
RPA automation changes how businesses can deal with their customers. Namely, it
makes ticket resolution significantly easier and faster. A common example of this is using
RPA for automation of customer interactions. Rather than having an employee manually
go through the timely process of seeking information for customers on their own,
businesses are more frequently using RPA to automate this process.

4.2 Uses of RPA:
The following are the uses of RPA:
• Dual data entry scenarios:
Data manually entered in one system need not be reentered into another system. RPA replaces
such dual human effort since invoices are indexed in the workflow and then manually reentered in
ERP.
• Straight-through processing:
Inputs arriving from various systems such as web pages for customer orders, workflow for
invoices, emails or excel files must be entered into ERP. However, if the input is clean and the
rules are well laid out that data entry can be done through RPA.
• Virtual integration between different systems:
Standalone, Legacy, ERP or workflow systems often do not communicate with one another and
integrating them would cost millions of dollars and precious IT time, RPA can provide light
weight integration connecting disparate systems at the user interface level.
• Responding to data extraction and responding requests:
When data and report requests come from multiple process owners, vendors, and even end
customers, employees log into a system to extract the data, format it, and send an email to the
requestor. RPA lends itself well to such rule-based tasks.
• Rule based decision making:

RPA can execute decision-based tasks provided the rules driving those decisions are well laid
out. For instance, on an invoice coming from a utility vendor, RPA can change payment terms to
“immediate” from whatever is on the invoice.

4.3 RPA Approach:

Process Identification Approach
Fig 4.1: Process Identification Approach
Analyze:
During the analysis stage, the current process is carefully examined to identify its characteristics,
challenges, and opportunities for automation. The purpose of this stage is to gain a clear
understanding of the process in order to optimize it for automation. In this stage, the RPA team
will:
 Map out the process flow: Identify the inputs, outputs, and steps of the process. This
includes understanding the inputs needed to start the process, the actions taken during the
process, and the outputs produced by the process.
 Evaluate the process complexity: Determine if the process is straightforward or if it includes

complex decision-making or human judgment that requires subjective reasoning.
 Identify exceptions and variations: Determine if the process is consistent or if there are
exceptions, variations, and error conditions that require attention.
 Identify potential issues and bottlenecks: Determine if the process has bottlenecks,
redundancies, or inefficiencies that can be eliminated with automation.
Gather:
During the gathering stage, the RPA team collects and analyzes data to understand the process in
greater detail. The purpose of this stage is to gather all the necessary information needed to
develop the automation process. In this stage, the RPA team will:

 Gather process documentation: Collect process documents, including standard operating

procedures, process maps, and process metrics.
 Gather data inputs and outputs: Collect data inputs and outputs required for the process,
including data types, data sources, and data formats.
 Identify process dependencies: Identify the systems, applications, and data sources that the
process depends on, and determine how they interact with the process.
 Analyze process performance: Analyze the performance of the process, including cycle
time, error rates, and productivity.
Design:
During the design stage, the RPA team develops the automation process based on the
information gathered during the analysis and gathering stages. The purpose of this stage is to
develop an RPA solution that will automate the process. In this stage, the RPA team will:
 Define the RPA solution: Define the RPA solution, including the software, hardware, and
process changes needed to automate the process.
 Develop the automation workflow: Develop the automation workflow based on the process
maps and documentation gathered in the previous stages.
 Configure the RPA software: Configure the RPA software to perform the necessary actions
based on the inputs and outputs defined in the process documentation.
 Test the automation process: Test the automation process to ensure that it meets the desired
results and objectives.
Overall, the RPA process identification approach's analyze, gather, and design stages are critical
in identifying the right process for automation, gathering the necessary data, and developing an
RPA solution that meets the process requirements.

Chapter 5
IMPLEMENTATON
We consider a software robot (developed via an automation software) that will read an e-mail
with a pre-defined subject and download its attachments. Then, it reads the attached document
via a pdf viewer and copies all its data into a Microsoft Excel file and saves the file. Then, it
analyses each row and searches for that product on the e-commerce website. This process is
repeated for each item in the attached document and a final excel sheet is prepared. The main
flow of our proposed model can be summarized as shown in below Fig
Fig 5.1 Design
5.1 Automation Potential

Automation potential is the capacity of the process that has the necessary abilities or qualities to
become successful or useful in the future. It is also a possibility of a process to develop in a
particular way. So, to determine the type of automation for a process, the different tasks of the
process need to be analyzed. Based on these criteria, some parameters have been selected to
determine the type of automation to be implemented, as mentioned below. 1) Rules and
Assumptions: If, there are frequent changes expected in the system in the next 6 months, or the
requirements can be handled through minor changes in existing systems, or the requirement be
handled effectively by only making a business process change, Then, Automation Is Not

Suggested Else if, the process requires complex cognitive capabilities, Then, High-Cost
Automation Is Suggested Else if, Process involves manual decision making or process includes
the use of physical-equipment/ security-token/ SMS-authentication, or process involves unknown
exceptions or process involves uncertain triggers, Then, Semi-Automation Is Suggested Else,
Complete Automation Is Suggested has been significantly adopted in this sector, for making the
time consuming business operations more organized and automated.
5.2 Complexity
Complexity in simple terms is an assessment of the tasks or events that make up the process and
through which activity or a decision flow is decided before reaching the output stage.
Complexity characterizes the behavior of a system or model whose components interacts in
multiple ways and follow local rules, meaning there is no reasonable higher instruction to define
the various possible interactions. Considering the type of interaction of the automated process,
the allocation of points is done as mentioned below and then the level of complexity is
determined.
1) Rules and Assumptions:

For Each Application used, add 10 points to the complexity score. Each Screen used in the
process, add 2 points to the complexity score. For Each If-else condition used in the process,
adds 2 points to the complexity score. If, the net complexity score is less than 30, Then, it is
categorized as Low Complexity If, the net complexity score is between 30 to 60, Then, it is
categorized as Medium Complexity If, the net complexity score is greater than 60, Then, it is
categorized as High Complexity.
2) Decision Making Process For Complexity:

This process is a manual and repetitive process that requires about 4 Java/web-based
applications. The number of screens used is 16 per process with about 25 if-else scenarios each
of standard input type. There is a 31% chance of exception scenarios. It requires image reading
skills but no reasoning/cognitive skills or remote access required. Based on the above data, the
complexity of this process is 30 or low. Evaluating Complexity for the Process

5.3 FTE Savings

FTE Savings stands for Full-Time Employee Savings. It gives us information about the full-time
employee’s hours saved to execute the process. It also helps to budget, economize and save
money for the future. In the view of time taken by a process or the amount of data it handles, the
FTE savings is calculated.
1) Rules and Assumptions:

Assuming that a single bot is used to automate at least 5 processes and the minimum FTE
expected from a bot is 0.2. If, automation saves less than 0.2 FTE, Then, it is categorized as Low
FTE Saving If, automation saves between 0.2 to 0.6 FTE, Then, it is categorized as Medium FTE
Saving If, automation saves more than 0.6 FTE, Then, it is categorized as High FTE Saving Fig.
6. Flowchart to Determine the Type of FTE Savings 2) Decision Making Process For FTE
Savings The process involves 10,000 volumes of data per process run, which takes about 1 hour
of time. It is run on a daily basis daily and engaging 2 employees in the process, which sums up
as about 720 hours yearly. Based on the above data, the FTE savings for this process is 0.341 or
medium. Calculating Full-Time Employment Savings for the Process To put the process in a
nutshell, we can say that the automation potential of the given process is Semi Automation, the
complexity of the process has a collective score of 30 due to which the process has Low
complexity and finally the FTE savings for the given process after considering all the conditions
are set to Medium. In the end, the process, on the whole, falls in the Quick Win Quadrant which
acquaints us that the process is suitable for Automation.

5.4 RPA Implementation Roadmap
Fig 5.2: RPA implementation Roadmap
As shown in Fig 5.2,
Phase 1: Planning and Assessment
 Identify and prioritize business processes that are most suitable for RPA implementation
 Analyze the processes to understand their complexity and potential ROI of automating
them
 Evaluate RPA vendors and tools to determine the best fit for your organization
 Develop a comprehensive implementation plan, including budget, timelines, and key
performance indicators (KPIs)
Phase 2: Pilot and Proof of Concept
 Choose a simple process to start with and develop a proof of concept (POC) to test the
RPA solution
 Define success criteria and KPIs for the POC
 Implement the RPA solution and monitor its performance and ROI
 Evaluate the results of the POC and use the feedback to refine the implementation plan

Phase 3: Deployment and Scaling
 Deploy the RPA solution across the organization

 Train the employees to work with the RPA solution and integrate it into the business
processes
 Establish governance and control mechanisms to monitor the RPA solution and ensure
compliance with regulations and policies
 Evaluate the performance of the RPA solution and continuously optimize it to improve
efficiency and ROI
 Identify new processes that can be automated using RPA and add them to the
implementation plan
Phase 4: Continuous Improvement
 Monitor and measure the RPA solution's performance against the established KPIs
 Analyze the data to identify opportunities for further optimization and improvement
 Continuously optimize the RPA solution to improve efficiency, reduce errors, and
increase ROI
 Identify new technologies and best practices that can be integrated into the RPA solution
to enhance its capabilities and performance

Chapter 6
IMPACT OF RPA
Academic studies project that RPA, among other technological trends, is expected to drive a new
wave of productivity and efficiency gains in the global labor market. Although not directly
attributable to RPA alone, Oxford University conjectures that up to 35% of all jobs may have
been automated by 2035.
In a TEDx talk hosted by UCL in London, entrepreneur David Moss explains that digital labor in
the form of RPA is not only likely to revolutionize the cost model of the services industry by
driving the price of products and services down, but that it is likely to drive up service levels,
quality of outcomes and create increased opportunity for the personalization of services.
Meanwhile, Professor Willcocks, author of the LSE paper cited above, speaks of increased job
satisfaction and intellectual stimulation, characterizing the technology as having the ability to
"take the robot out of the human", a reference to the notion that robots will take over the
mundane and repetitive portions of people's daily workload, leaving them to be redeployed into
more interpersonal roles or to concentrate on the remaining, more meaningful, portions of their
day.
According to Harvard Business Review, most operations groups adopting RPA have promised
their employees that automation would not result in layoffs. Instead, workers have been
redeployed to do more interesting work. One academic study highlighted that knowledge
workers did not feel threatened by automation: they embraced it and viewed the robots as team-
mates. The same study highlighted that, rather than resulting in a lower "headcount", the
technology was deployed in such a way as to achieve more work and greater productivity with
the same number of people.
Conversely however, some analysts proffer that RPA represents a threat to the Business Process
Outsourcing (BPO) industry. The thesis behind this notion is that RPA will enable enterprises to
"repatriate" processes from offshore locations into local data centers, with the benefit of this new
technology. The effect, if true, will be to create high value jobs for skilled process designers in
onshore locations but to decrease the available opportunity to low skilled workers offshore. On
the other hand, this discussion appears to be healthy ground for debate as another academic study
was at pains to counter the so-called "myth" that RPA will bring back many jobs from offshore.
Robotic Process Automation (RPA) is an innovative technology that automates repetitive and
mundane tasks within a business. It is a form of software that enables the automation of
processes using rules-based algorithms, which mimic human actions. RPA has gained significant
traction over the past few years as it has been proven to increase productivity, improve accuracy,
and reduce costs. In this article, we will discuss the impact of RPA on businesses.

 Increased Productivity
One of the main benefits of RPA is the increased productivity it provides. By automating
repetitive and time-consuming tasks, employees are freed up to focus on more complex and
value-added activities. RPA bots can work 24/7 without taking breaks or vacations, allowing
businesses to achieve more in less time.
 Improved Accuracy
Another significant impact of RPA is the improvement in accuracy. RPA bots perform tasks with
a high degree of accuracy and consistency, reducing the likelihood of human error. This is
particularly important in industries where even minor errors can have severe consequences, such
as finance, healthcare, and manufacturing.
 Reduced Costs
RPA can significantly reduce costs for businesses. By automating tasks that were previously
performed by employees, companies can reduce the number of staff required to complete those
tasks. This can lead to significant cost savings in terms of salaries, benefits, and other employee-
related expenses.
 Improved Customer Satisfaction

RPA can also have a positive impact on customer satisfaction. By automating tasks such as data
entry, invoice processing, and order fulfillment, businesses can improve the speed and accuracy
of their services. This can lead to happier customers, who are more likely to return and
recommend the business to others.
 Enhanced Compliance
RPA can help businesses comply with regulatory requirements and industry standards. By
automating processes, companies can ensure that all tasks are completed consistently and
accurately, reducing the risk of compliance issues. Additionally, RPA bots can maintain detailed
logs of all actions, providing an audit trail that can be used to demonstrate compliance.
 Increased Agility
RPA can help businesses become more agile and responsive to changes in the market. By
automating processes, companies can quickly adapt to changing conditions, without the need for
significant manual intervention. This can help businesses remain competitive in a rapidly
changing business environment.

6.1 Advantages of RPA

The advantage of RPA includes the following.
 Allow you to seamlessly scale operations as needed:
Robots can operate for extended periods and don’t require breaks. During peak hours, they can
handle increased request volumes.
 It helps you save time:
When properly configured, a robotic application can cut the time required to complete specific
tasks by up to 90%.
 Assists in reduction of costs:
RPA deployment, according to Deloitte, will result in a 30% cost savings. Accenture is more
upbeat, predicting an 80% cost reduction using robotics in finance for specific jobs.
 Guarantees that no additional infrastructure costs are incurred:
Implementing RPA in finance and banking does not necessitate significant infrastructure
modifications. It’s an overlay that sits on top of current banking software.
 Increases the efficiency of human employees:
According to studies, robots can do tasks up to five times faster than humans. As a result,
workers don’t have to waste time and energy on mundane tasks, allowing them to focus on more
rewarding tasks, improving employee well-being and job satisfaction.
 Reduces the possibility of human error:
Financial RPA follows a systematic approach to completing its assigned duties. It will improve
output quality by removing errors that regular employees may make due to human nature, such
as failing to pay close attention to the job at hand.

Chapter 7
CONCLUSION
Robotic Process Automation (RPA) is a targeted solution for optimizing human usage on
mundane tasks, unlike the unpopular notion of "workforce reduction". A process automation
project needs process modelling as a pre-requisite because it acts as a blueprint for the project.
The Proposed Model provides a complete analysis of the business process, which helps to
calculate factors such as automation potential, complexity, and FTE savings of a given process.
Various parameters such as frequency of change, complex cognitive capabilities, etc. are taken
into consideration. Using these factors and parameters, we decide if it is suitable for automation
or not. The proposed model is comparatively better than the traditional model because it deals
with more number of parameters where each parameter has its own specifications.
The proposed model also analyses the process from almost every conceivable angle to give a
detailed description with improved accuracy whereas the analysis made by the traditional model
is imperfect and one-dimensional. Although this work is at an early stage, we wish to continue
working on the same.
Our next challenges are:

 Improving the model by considering more parameters and factors like cost estimation,
paybacks, and benefits.
 Extend this model to support more business patterns.
 Expand the empirical base of the process model. As RPA brings more technologically-
advanced solutions to businesses around the world, operating models that adopt automation,
whether in-house or offshored, will cut costs, drive efficiency and improve quality.

REFERENCE
 Lacity, M., Willcocks, L., & Craig, A. (2019). Robotic Process Automation and Risk Mitigation: The
Definitive Guide. Boca Raton, FL: CRC Press.
 Lee, J., Kao, H. A., & Yang, S. (2019). Service Innovation and Smart Analytics for Industry 4.0.
Cham, Switzerland: Springer.
 Marques, R. M. (2020). Robotic Process Automation: Concepts, Methodologies, Tools, and

Applications. Hershey, PA: IGI Global.
 Singh, A., & Singh, P. (2021). Intelligent Robotic Process Automation: A Comprehensive Guide.
Cham, Switzerland: Springer.a

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VISVESVARAYA TECHNOLOGICAL UNIVERSITY

A Technical Seminar Report On

Under the guidance of

BANGALORE TECHNOLOGICAL INSTITUTE

Ms. Menaka A Mrs. Manjula Devi P

Dr. Sohan Kumar Gupta Dr. H S Nanda

Name of the Examiners Signature with date

2. CHARACTERISTICS OF RPA SOFTWARE 4

3. TOP RPA VENDORS 7

4. APPLICATION AND USES 10

4.1 Top Application of RPA 9

4.2 Uses of RPA 4.3 10

4.3 RPA Approach 11

5.1 Automation Potential 13

5.3 FTE Savings 15

5.4 RPA implementation Roadmap 16

6.1 Advantages of RPA 20

SL.NO TITLE PAGE NO.

Department of CSE, BTI, Bengaluru-35 Page 1

Dynamics of business environment is pressing organizations to become more competitive. In this

Department of CSE, BTI, Bengaluru-35 Page 2

Fig 1.1 RPA

Department of CSE, BTI, Bengaluru-35 Page 3

2.1 Characteristics of RPA:

• Business user friendly

Department of CSE, BTI, Bengaluru-35 Page 4

Department of CSE, BTI, Bengaluru-35 Page 5

2.2 BENEFITS OF RPA

Enabling employees to be more productive

Fig 2.1 Benefits of RP

Department of CSE, BTI, Bengaluru-35 Page 6

Fig 3.1: Logo of Blue prism

 EdgeVerve Limited, an Infosys company, helps enterprises modernize customer service,

Fig 3.2: logo of EdgeVerve

Department of CSE, BTI, Bengaluru-35 Page 7

 HelpSystems enables companies to streamline IT and business operations by automating

Fig 3.3: Logo of helpsystems

 UiPath offers an open platform to help organizations efficiently automate business

Fig 3.4: Logo of UiPath

 WorkFusion combines robotics, AI-powered cognitive automation and workforce

Fig 3.5: Logo of WorkFusion

 Automation Anywhere is an American global software company that develops robotic

Fig 3.6: Logo of Automation Anywhere

Department of CSE, BTI, Bengaluru-35 Page 8

APPLICATIONS AND USES

• IT support and management

Department of CSE, BTI, Bengaluru-35 Page 9

4.2 Uses of RPA:

The following are the uses of RPA:

• Dual data entry scenarios:

• Virtual integration between different systems:

• Responding to data extraction and responding requests:

• Rule based decision making:

Department of CSE, BTI, Bengaluru-35 Page 10

4.3 RPA Approach:

Fig 4.1: Process Identification Approach

 Evaluate the process complexity: Determine if the process is straightforward or if it includes

Department of CSE, BTI, Bengaluru-35 Page 11

 Gather process documentation: Collect process documents, including standard operating

Department of CSE, BTI, Bengaluru-35 Page 12

Fig 5.1 Design

5.1 Automation Potential