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

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

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 WHO

The RPA Governance Board is responsible for setting the strategy for RPA and delivering against that strategy.

Stakeholders

• Consumer of services provided by RPA capability -

• Responsible for managing inward and outward • Chairs the Governance Board.
responsible for managing alignment with business
dependencies with IT. • Accountable to executive management for business
strategy
• Gatekeeper for demand on RPA capability from IT performance of the RPA capability.
• Accountable for RPA business case

Establishing the digital workers have the applicable Ensures the Governance Board meet regularly and Ensuring a good mix of people from across the
applications / systems required predictably to discuss new candidates. business units are represented
Providing the RPA development team with the Acknowledges ownership and accountability for Establish a healthy and credible pipeline of
relevant environments to build automate solutions development and delivery of the demand pipeline opportunities as part of a discovery phase
Ensure the development team have the applicable Ensure a Governance Board is in place consisting of Establish the training requirements to equip the
and secure access to the environment proven decision-making members operations team to be able to support the workload
Implement the applicable environment policies so Ensure responsibility for reviewing and approving Ensuring Subject Matter Experts from the operations
digital workers can execute the automations correctly changes as well as new automation requests areas are aligned and accordingly trained
Where applicable designing and building a scalable Create a set of criteria that must be met before any Establish processes are adhering to delivery business
technical environment for the Digital Workforce process moves to the build prioritisation phase benefits continually
Security Access model in place for BP users AND the Ensure a proven process discovery tool is in place to RPA Evangelists ensure RPA capabilities are demoed
Digital Workforce identify and prioritise process automation candidates to the organisation

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 The RPA Governance Board - Objectives HOW

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 Demand Continuous Delivery Steering

Benefit Realization
Management Generation Improvement Group

Definition Definition Definition Definition Definition

• Ultimate gate-keeper for all • Promote the benefits of • Accountability for • Identifying opportunities • Decision-making forum
demand generated via the RPA throughout the benefits realization to drive greater value for all strategic business
pipeline organization tracking from RPA and technical design
• Responsible for defining • Identify and qualify RPA • Responsible for • Providing sponsorship for challenges occurring
and prioritizing the RPA during the delivery
change schedule automation communicating RPA CI initiatives
opportunities success across the • Providing an escalation
organization point for critical delivery
issues and risks

• Ensuring the Governance Board • Ensuring as RPA Evangelists the • Creating visibility of benefits • Through initiatives of • Providing an escalation point /
drive and define a set of criteria capabilities are demoed to the realization through use of the generating the pipeline, process for final decisions to be
that must be met before any organisation to generate Blue Prism reporting processes can be selected based made by senior stakeholders,
process moves forward to the interest. management processes. on initial benefits, with a view helps to resolve challenges
build prioritisation phase. • Ensure a proven and tested • Provide the ability to track of later phases it can drive quicker
• Instilling into the Governance process discovery phase / benefits of automation against greater value • Forums should be created with
Board the responsibility for process has been signed off to the human workforce • Looking to use partnering the relevant senior stakeholders
reviewing and approving the identify, validate and prioritise • Ownership within the technologies as part of Digital to ensure those challenges are
pipeline management process automation candidates Governance Board to Transformation than just raised and an adequate solution
communicate out success to the primarily automation to drive is in place
organization greater value

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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 SUMMARY

Governance Board Board Representatives Objectives

Has criteria been defined that must be met before any
Is there a signed off and proven Governance Board in place? Do Operations are represented on the Governance Board?
process moves forward?
Has the Governance Board been assigned objectives and Are responsibilities defined to prioritize the demand for
Do IT representatives participate in the Governance Board?
responsibilities? processes being selected for automation?
Do objectives support delivery of the associated business Does the Governance Board track the benefits of automated
Does the Head of RPA chair the Governance Board?
benefits? Process?
Have the RPA members been successfully trained on the Does the Governance Board go through any analysis criteria
Is the RPA Governance Board made up of the right people?
Process Discovery of possible automations? such as, Case Time, Volumes, and Process Complexity?
Does the Governance Board have proven decision-making Is the Governance Board utilized as an escalation point for
Do key decisions rest within the RPA Governance Board?
members from RPA, Business and Technology? final decisions to resolve challenges?
Does the Governance Board have a signed off Terms of Does the Governance Board communicate out success to
Does the Governance Board meet regularly?
Reference from all representatives? the organization?

Building a Pipeline Creating a Pipeline Managing the Pipeline

Does the process discovery follow a structured impact Are IT responsible for defining the System Change Control
Is there a built and managed RPA change schedule?
assessment process? Policy?
Are comprehensive business cases scheduled for delivering Are Operations responsible for defining the method for Does prioritization for requests received from broader
the proposed scope? initiating and managing change requests? business or IT externally managed?
Create a tool to enable you to maintain an auditable record Is the Head of RPA responsible for defining the Is the Head of Robotic Automation responsible for
of, and report on, your process activities? Process Management Policy? scheduling and managing stakeholder expectations?
Toolkit is designed for use by a role and should be used Does the pipeline align timescales, communicate intentions Does the pipeline cater for Change Requests and are
after a first pass, organizations-level, screen? to relevant parties and/or procedures for project initiation? managed and prioritized accordingly?
Are opportunities reviewed and aligned to strategic Proposed automations are scheduled and planned by
Is the pipeline constantly reviewed and updated?
business drivers and impact of not making the change? scoring and prioritising?
Do you determine the automation potential across an entire Does the Head of RPA manage the process for initiating and Is the pipeline made readily available to people in the
organization or business unit to form a pipeline? managing change requests to existing processes? organization for viewing the scheduled automations?

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 Further information
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