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One of the most frequent technologies in the process automation and digitization strategy within a digital transformation is, without a doubt, the RPA (Robotic Process Automation) tool, which can bring benefits to the company and value in the eyes of the client, but the question arises, how does this tool align or integrate with the business analysis mindset? , in this article we will comment on the importance of business analysis work before automating a process and the importance of this mindset to find opportunities to improve the results of the processes, in the implementation of an RPA.
RPA is a software tool that allows you to automate digital processes, performing the same tasks as a user within a functional interface, based on a set of predefined rules, currently, under the context that many companies are in the journey of redesign of its operating model and digital transformation, the digitalization of processes, ranks second among the four pillars of transformation, according to the HBR article by Professor Nathan Furr (the-4-pillars-of-successful-digital-transformations (*)), under this growing demand for automation and digitization of our processes, it is imperative to understand the importance of redesigning or optimizing the process before automating it, in this context, the business analysis profession helps us understand the need (problem or opportunity) not only based on the task to be analyzed, otherwise in a holistic way under the end-to-end process approach and I understand business strategy, based on this approach Andrew Spanyi, author of four books on process management, comments: “RPA doesn't redesign anything. It doesn't ask if we have to do this activity at all. It operates at the task level and not at the end-to-end process level”.
While it is true, the automation of a repetitive process can bring modest savings to the company, we will lose the opportunity to have relevant savings and direct value to the customer, redesigning the process before automating it will help us reduce costs. , times and improving quality ratios, satisfying and exceeding customer expectations.
Based on this, when the business analyst analyzes the opportunity to automate processes based on RPA, he must first analyze the need (A problem or opportunity to be addressed – BABOK V.3.) of the current scenario, mapping the process of end-to-end, eliciting relevant information based on documentary analysis and collaboration with key stakeholders within the process, having this clarity and understanding the business objective of the strategy analysis (BABOK V.3. knowledge area), should focus on first “standardize the process, optimize it and then propose the automation solution”, precisely in the context of proposing comprehensive solutions that provide a greater benefit to the process, it is essential to work with the key actors of the processes, challenge it, redesign it in a first stage and after automating it, under this approach, the implementation project can demand more time and investment in contrast to only the automation through RPA without changes in the process, but the return on investment will be much higher, improving the quality delivered to the customer and reducing problems in other parts of the business that use the outcomes of the redesigned process.
“The work of business analysis is to understand the need in a holistic way, associated with the business strategy and propose solutions that first contemplate standardizing the process, redesigning it and then automating it, through RPA”.
A clear example of the value of RPA and its previous redesign can be understood in the efficiency improvement commented by Gerald Pullen, Head of Continuous Improvement and Robotic Process Automation at Lloyds Banking Group(**), where in a manual process, the processing of a file was based on one file per day before the redesign and implementation of the RPA, after its implementation it achieves an efficiency of 30 minutes, which involves high savings for the company and understanding that the RPA works 24 hours, 7 days a week and you don't need to go to the bathroom, eat lunch or even take a vacation. Leveraging these automations, staff can be harnessed to better utilize their brainpower in more complex processes.
As can be seen, the work of the business analyst, in redesign and automation projects with RPA, is fundamental, improving the results obtained, under an adequate holistic analysis of the need and challenging the business and stakeholders based on collaboration and use of tools. of analysis and empathy, to redesign processes, before automating them.
Currently we can appreciate many automation solutions, in this context, the task and responsibility of the business analyst, by proposing the solution that delivers a greater "Value to the business" (Greater benefit at the best cost of investment and recurring expense), is understand the different tools that exist on the market, such as cloud computing services tools, which could improve the speed of implementation, since they are based on Low code Platforms, which allow the functional configuration of a user who is not an expert in coding, one of these tools can be Microsoft Power Automate, which provides us with this type of service at a low cost, additionally, there are other tools that can give us the expected value according to the business context, the Gartner 2021 quadrant on RPAs is shown.
An additional step, within the process automation and digitization roadmap, is to use AI (Artificial Intelligence) to challenge business rules and automate processes, based on predictive analysis of the different process steps. In this context, it is important Learn about cloud computing service tools, such as Azure machine learning (***) or Azure bot service (****), as low-cost services that can be part of the solutions proposed by business analysts.
In conclusion, RPA is a very valuable tool in the automation and digitalization of processes, but the work of business analysis is essential and much more valuable, in the standardization and redesign of the process, than a simple automation of the process.
Annotations :
(**): https://btuonline.co.uk/the-rpa-revolution/
About the author :
Miguel Angel Llontop Mejia, is a senior business analysis, with more than 15 years of experience in business analysis, has the CBAP, AAC certification and is the leader of strategic projects at Pacifico Seguros Company in Peru.
Vice President of Chapter IIBA PERU UC Chapter, whose main objective is to spread the profession of business analysis in Peru.
Professor of strategy and business analysis at the Continental University in Peru.
Director of business school and strategic consulting BAPERU.
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