Governance & Project Execution
As with any enterprise-wide program, RPA projects can have significant impact on how people work, where people change from working on simple data entry jobs, to be able to focus on higher value added activities. Like any project which automates processes, there will be resistance and fear within the organization and it is critical for the success of the project to have support. It’s also critical that the changes required in the organization are properly managed.
Robotics Process Automation projects require senior leadership sponsorship and support to make them successful. The leadership should approve and help prioritize target processes, as well as help the project team remove resistance which can often be seen in these types of projects. It is also important to continue to evaluate the results to ensure that business value is achieved.
As with most technology-enabled business projects, and RPA in particular, it is likely to result in impact to business users and processes. With RPA, in particular, it is important to communicate up front in terms about what it is and what it is not, to avoid users “being stricken by fear that the bots are taking over”. RPA will normally remove mundane tasks and shift people to more value added jobs which may result in training and other changes for the organization.
RPA projects are organized a bit differently than the typical Design/Test/Build IT project, in that it is more of a portfolio of mini-projects which need to be managed, prioritized, deployed and refined in small increments impacting a fairly large number of user groups within an organization.
We have a standardized set of templates and processes we follow to help identify opportunities, prioritize tasks and manage outcomes. One of the goals for the project is to enable the organization to continue to automate processes on their own, with less and less help from the project team.