RPA maturity model
The RPA Maturity Model (RMM) supports organizations in the further implementation and roll-out of Robotic Process Automation within the organization. When scaling up robotization, different aspects must be taken into account. In order to steer this in the right direction, the model can offer support.
An experienced, expert team of professionals will ensure that you receive full support before, during and after the live running of the software. After you have completed the implementation project together with us and the software has been put into use, our RPA consultant will transfer the project to our Coforce Service Center. This own -Dutch- team guarantees an optimal operation during the management phase.
Our approach is aimed at enabling customers to independently define processes, configure and manage robots. The pace at which customers are fully self-reliant depends on the organization’s focus on this theme. Coforce provides the first foundation, education and training, as well as expertise to bring a project to speed and/or keep it going. We see that organizations are in different stages when it comes to RPA knowledge and experience. To meet the needs of our customers we offer different RPA services:
- Developing an RPA vision and strategy
- Inventory and select the right processes
- Building and implementing software robots
- Setting up management and functional support
- Setting up your own RPA Center of Expertise
Phase 1: Inspire
We use this phase as a kick-off to increase the organization and involvement of the different department. It is important to get a clear picture of RPA and the possibilities which it offers. This can be during an inspiration session, demonstration on location, an interactive awareness session/workshop or during a brainstorm with all stakeholders involved. Together with all stakeholders we identify the appropriate processes and discuss the working method of Coforce. The suitable processes for RPA are based on criteria such as volume, frequency and the error sensitivity of a certain process
In the Business Case or feasibility study it is made clear that the results of the project outweigh the efforts that are made to realize the project. The characteristics of the process can be included in a checklist. This allows you to calculate the business case. We carry out a technical and logical feasibility study. This allows us to determine with reasonable certainty whether the process is suitable for robotisation.
An important aspect of the implementation is change management. RPA can be experienced by employees as an opportunity, but also as a threat. This needs to be handled carefully. Not everyone will be happy with a ‘virtual assistant’ who relieves the workload, but also takes over work. So make sure you get everyone involved in the RPA project (senior consultants of the client, the development team, process owners, risk, security, a representation of people who are currently doing the work manually) around the table. Provide a relaxed setting in which everyone gets to know each other and each other’s roles and responsibilities. This also creates support and support for the team. These are important conditions for the success of an RPA project.
Phase 2: Building a foundation
Building a good foundation is important for a successful implementation of RPA. Besides a technical foundation, a scalable IT infrastructure, a business foundation is necessary for acceptance and embedding in the organization. The software is installed and we start with a training-on-the-job on how to define processes. We take the first process and work it out further.
Communication in the organization helps to remove the resistance of employees. It is essential that managers are prepared to play a role in the change process by addressing their own behaviour (culture). This is where the dialogue with stakeholders begins and where they are invited to become personally involved in the change process.
In this phase we will also train employees for RPA. It is of great importance for the success of the project that employees receive thorough training on the possibilities and configuration of the software from the start of an RPA implementation. If you manage the robots internally, it is important to train employees as administrators. Here they can understand the impact of the change on the process and know how to integrate and manage the robot within the organization.
Phase 3: Realization of first goals
After the inspiration phase and the laying of the foundation, we will realize the first objectives in this phase. We guide the organization in realizing the first two processes. Depending on the wishes and available capacity, the first two robots will be fully configured by the customer, or in cooperation with Coforce./p>
A process is selected that is repetitive and is easily and quickly supported in the organization because it a) eliminates bottlenecks, b) reduces annoyance, c) increases job satisfaction, d) accelerates a process or increases the level of service. A condition for change is the awareness of the urgency for all involved. Why do we need to change and which problems are solved? When the entire process has been gone through together, it is time to sketch out the robot. What functionalities can employees expect? And what changes compared to existing processes?/p>
Careful implementation of robots, in our opinion, goes hand in hand with a clear vision and strategy, in which people (change management) and processes (correct selection and analysis) have the highest priority. All processes are carefully analysed and made ‘robot ready’. In a continuous process we optimize the performance of the robots together with the client. The failure or exceptions are analyzed and can be added step by step to the robotized process, so that it can also be handled by the robot. This method ensures a fast implementation and focuses on the right things. Our Dutch team is available for maintenance and rapid implementation of any changes in the process.
Phase 4: Scaling up and further exploiting
Robotic Process Automation makes it quick and easy to add more robots and automate more processes. Scaling up RPA internally requires a degree of foresight, operationalized in terms of medium and long term strategic planning. For example, you may want to consider automating back office functions first and moving to front office functions in a second step.
If desired, a Center of Excellence (CoE) will be established. In such a Center of Excellence are employees who specialize in RPA and can pick up problems and implementations themselves, without having to call in Coforce directly. You choose these employees from existing employees, so you do not hire external people for this. A CoE can also help you achieve your RPA goals and get the most out of the robots. Setting up such a CoE is only necessary if you have implemented RPA on a larger scale or if you want to work in a future-oriented way. Similarly, the functioning of the robots must be continuously monitored and the impact of any changes in the applications with which the robot works. Maintenance of the robots and continuous improvement and monitoring of the processes ensures optimal operational management.
In this phase, attention is also paid to stakeholder management. As the RPA implementations expand to different departments within an organization, the RPA team will most likely encounter barriers, among other things due to a lack of cooperation between all departments. A management model is therefore needed that determines the participation and interaction between different departments and draws up protocols for managing and sharing knowledge. This makes it easier for the CoE to work with all departments within an organisation. The model can consist of:
- Demonstrating selected processes and priority objectives;
- Sharing successful projects and lessons learned for subsequent implementations;
- Sharing evaluations and keeping track of results achieved.
Phase 5: Broaden horizons
RPA, like many new technological developments, is developing rapidly. Do you want to be able to respond to these developments? Then it is important that you ensure that the CoE is aware of all the events surrounding RPA. Then the developments must also be implemented, so that the implementations (and therefore results) do not lag behind.
The deployment of ‘virtual employees’ gives different insights over time. Insights into how processes can be set up even more efficiently and how internal and external customers can be served with higher satisfaction. It is good to plan 1-2 days a year to hire expertise from Coforce, to provide specific training for new Kofax RPA releases or by performing a ‘health check’ on the environment / processes.