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Robotic Process Automation (RPA)
Update
14 MAR 2019
Mr. Brian Jacobs
Director, Enterprise Integration Division
Deputy Assistant Secretary of the Army for Financial Information Management (DASA-FIM)
RPA Team milBook
https://www.milsuite.mil/book/groups/army-fm-robotic-process-automation
RPA Team Mailbox
usarmy.pentagon.hqda-asa-fm.mbx.rpa@mail.mil
UNCLASSIFIED//FOUO 2
• OMB Memo M-18-23 (27 AUG 18)
• Use RPA to perform repetitive, “low-value” work
• The Army’s reform package includes RPA
• A focus area is on reducing highly manual, labor intensive work that can be automated
• DASA-FIM began implementing and introducing RPA to the Army FM community (OCT 17)
• ASA FMC RCA (15 MAR 18) – Section 3.4.3 “Define, develop, operationalize, and sustain Army FM RPA.”
• ASA-FM&C Memo assigned DASA-FIM to establish RPA for the FM BMA (11 JUL 18)
FM&C Guidance
Army ReformsOSD Reforms
OMB Guidance
• Established 27 OCT 17
• A key initiative is to automate routine, repeatable processes
• Implement RPA
The Federal government, as well as DoD, continues to institutionalize Process Automation as a means to build a digital workforce that shifts time-consuming, high-transaction, low-value work.
Federal Government Policy and Efforts Supporting Process Automation
The Army FM RPA Journey
FY18 FY19 FY20
Proof of Concept
Operational Design and Governance
P
PReceived Initial Authority
to Operate (ATO) for automation software
Automation Lifecycle
P
PAutomation
Deployments
Infrastructure and Credentialing for Unattended
Automations
Managing Demand for New Automations
P
3
UNCLASSIFIED//FOUO
Governance Board1
• Establish leadership and Command awareness• Build organizational “buy-in” to automation development• Reduces the change of redundant automation development• Federalized process that captures enterprise-level impact
4
Strategic Alignment, Operations Model and Governance Processes
Customer Outreach2
• Develop multi-faceted approach to capture both passive and active customers interested in RPA
• Offer tailored exploratory outreach sessions for customers• Establish a virtual gateway via a web-based application that can virtually
capture, share and communicate with the agency community about RPA
Operating Model3
• Establish a scalable model that will allows you expand as demand increases
• Develop a modular operating model that allows the rapid implementation of a sustainment cell when appropriate
Bot Development Methodology
4• Clearly align methodology phases and workflow nodes to
personnel roles and responsibilities• Ensure the selected vendor’s RPA platform supports the full
cradle-to-grave lifecycle of an automation
IT Infrastructure5
• Prioritize establishing a dedicated IT server environment
• Run automations with unattended Bots
UNCLASSIFIED//FOUO
Army FM RPA Automation Lifecycle
IDEATION ASSESSMENTBCB
(Approval)DESIGN &
DEVELOPMENTINTEGRATION
TESTINGPCB
(Approval)DEPLOYMENT SUSTAINMENT
-Process Owner
-RPA Analyst-RPA Analyst
-Process Owner-BCB
-Bot Squad
-Developer
-RPA Analyst
-Process Owner
-RPA Analyst
-Developer
-Process Owner
-Process Automation Director
-Process Owner
-Bot Squad Director
-Process Owner
-Developer
-Workforce Manager
-Process Owner
Process Ownersrequest process automations; RPA Analysts review
Automations are reviewed to determine the process complexity
BCB evaluates processes, votes on RPA requests, and prioritizes automation development
Keystroke level of each process is documented; automations are created and user testing is completed
Completed automations are transitioned to the Process Owners for testing
Integration testing results are reviewed and processes are deployed to production
Bot Squad Director deploys the automations in the production environment
Workforce Manager monitors automations in production
Intake form
High-level assessment (HLA)
Pre-process definition document Pre-functional requirement checklist (FRC)
Project approval and priority
PDD and FRC
Solution design document (SDD)
Automation test plan (ATP)
Integration test approval from customer
Service level agreement (SLA)
Operator checklist
Code review
Production automation
Validation checklist
Metrics report
5
PR
OC
ESS
OU
TPU
TSR
OLE
S
UNCLASSIFIED//FOUO
METRICS
SOLUTION TIMELINE
Automation Development Estimated Time 120 hours
Estimated Development Cost (one-time cost) $10K
Estimated Sustainment Cost (annual cost) $2K
Assessment Date:29 AUG 2018
Request Date:14 JUL 2018
BCB Approval Date:12 SEP 2018
Design/Development Start Date:
1 NOV 2018
Current BCB Ranking: 4th out of 8 total projectsSummary: Automation will extract and format weekly and ad hoc, AXOL iDocError reports and e-mail to Budget Analysts so they can focus on resolvingerrors.Organization: Army Research Laboratory (ARL)Requestor: Budget TeamProcess Owner: Resource ManagerSystems Required: GFEBS Financial Reviewer | Purchase Order InterfaceProcessing Monitor | Invoice Interface Processing Monitor | PurchaseRequisition Interface Processing Monitor
PROJECT REVIEW
Deployment Date: 4 DEC 2018 Release 11 FEB 2019 Release 2
Design/DvptCompletion Date:
15 NOV 2018
Integration Testing Start Date:
16 NOV 2018
Integration Testing End Date:
30 NOV 2018
RISKS
KEY ACTIONS TAKEN TO DATE
Release 1 entered sustainment phase
Release 2 entered design/development phase
Significant
(80% - 100%)
High
(60% - 79%)
Moderate
(40% - 59%)
Low
(20% - 39%)
Insignificant
(0% - 19%)
Pro
bab
ility
Insignificant Low Moderate High Significant
Impact
System access dependencies
System access roles
1
22
1
6
Production Automation #1Access Online (AXOL) Intermediate Document (iDoc)
UNCLASSIFIED//FOUO
METRICS
SOLUTION TIMELINE
Assessment Date:N/A
Request Date:N/A
BCB Approval Date:N/A
Design/Development Start Date:
15 AUG 2018
PROJECT REVIEW
Deployment Date: 15 JAN 2019
Design/DvptCompletion Date:
16 NOV 2018
Integration Testing Start Date:
26 NOV 2018
Integration Testing End Date:
14 DEC 2018
RISKS
KEY ACTIONS TAKEN TO DATE
Significant
(80% - 100%)
High
(60% - 79%)
Moderate
(40% - 59%)
Low
(20% - 39%)
Insignificant
(0% - 19%)
Pro
bab
ility
Insignificant Low Moderate High Significant
Impact
Automation Development Estimated Time 80 hours
Estimated Development Cost (one-time cost) $8.8K
Estimated Sustainment Cost (annual cost) $2.2K
Current BCB Ranking: 1st out of 8 total projectsSummary: Automation will increase efficiency and accuracy inpreparing Joint Reconciliation Review (JRP) Funds Holder reports tofree up time for review, validation and corrective action.Organization: DASA-FORequestor: Director FO & AccountingProcess Owner: JRP Program Manager and Chief, ManagerialAccounting DivisionSystems Required: GFEBS, MS Excel, AADR
Automation scope changed slightly based on Gap Analysis: in additionto the creation of Funds Holder Sub-Population Reports (x5), theautomation will now also populate the Checklist (select cells andtabs). Future phases will require submission of intake forms to BCB.
Begin review of project documentation to receive approval fromProcess Owner. Working with Process Owners to address gaps in SOP.
Enterprise Infrastructure:
Scaling Automation to ~2,300 Funds Centers
GFEBS BI data-retrieval limitation
Incorporating user-testing feedback on sub-population and checklist to meet user acceptance testing deadline 14 DEC 2018
1
3
2
1
2
3
7
Production Automation #2JRP Triannual Review
UNCLASSIFIED//FOUO 8
Production Automation #3CAER: ULO – Outbound MIPRs & Reimbursables, KPI 3/4
AUTOMATION OPPORTUNITY
▪ The Command Accountability and Execution Review (CAER) Programfocuses on reviewing de-obligations, under-execution, and uncollectedreimbursables to include their root causes and mitigation.
▪ Executing CAER’s monitoring responsibilities involves nine different keyperformance indicators (KPI) that require generating reports from multipleFM systems.
▪ CAER leadership has requested that this automation focus only on KPI 3and 4.
PROJECT PROFILEOrganization: FM&C, Strategic Initiatives Group (SIG)Sponsor: Chief, SIGRequestor: Analyst, SIGRequest Date: 30 JAN 2019Bot Squad Assessment Date: 7 FEB 2019Systems Required: GFEBS, Excel, Outlook, Share Drive
METRICS (PROJECTED)
Productivity Return (annual cost avoidance) $19K
Time Savings (annually) 180 hours
Criteria Calculation
Resource Optimization 1
Process Improvement/ Enhanced Efficiency 3
Audit Readiness and Compliance 1
Benefit Score (1-10): 4.3
Scope (Installation, Command, Enterprise): Enterprise
PROPOSED AUTOMATION SOLUTION
▪ Automatically log into GFEBS and generate KPI reports▪ Automate the manipulation of data that takes place in MS Excel,
post-export from GFEBS▪ Save updated Excel report into CAER’s R: drive folder▪ Email CAER leadership upon process completion
Automation Development Estimated Time 4-6 weeks
Development Cost (one-time cost) $4K
Sustainment Cost (annual cost) $1K
Return on Investment 344%
Required FTE, Pre-automation: 1.00 Post-automation: 0.10
PRIORITIZATION
Complexity
Score (1-100): 63.6
Rating (Low, Medium, High): Medium
Category (Long-Term Improvement, Must-Do Improvement, Low Hanging Fruit, Quick Win):
Low-Hanging Fruit
UNCLASSIFIED//FOUO
RPA establishes a virtual workforce that can save organizations both time and money while producing a consistently accurate reporting capability
RPA: Benefits of JRP Funds Holder Review at Resource Services-Washington (RS-W)
Processing Time (Days)
Tasked Labor (Human to Bots)
99%
97%
57 .5
• Responsible for 101fund centers
• Reviews both Army and DoD General Funds
• For each funds center, pulls 7 reports and creates 6 files.
9
In Process ReviewBenefits Realization to Date
Time Cost AccuracyBots automating reporting processes that were previously conducted manually, allows a Command’s workforce to focus on other priorities.
Through the introduction of Bots, there is a reduction in operational costs to conduct day-to-day operations.
The deployed automation will always follow the approved customer workflow, designed to replicate the exact same steps previously done manually.
100 3
RPA is allowing the Army FM workforce to shift its focus from “low-value” tasks, such as regularly generating and submitting JRP reports, to “high-value” tasks, such as analyzing JRP results.
UNCLASSIFIED//FOUO
Asset ManagementStore and Reuse bot building blocks in numerous different bot projects
Release ManagementEnables developers to release and rollback multiple versions of a published process
Enhanced Exception HandlingInstructs Robots to retry a failed transaction before sending an exception message to the server
Intelligent SchedulingManage Bot availability against demand and importance
Audit Capability Full audit trails result in quick and cleaner audit reports
DashboardsFully configurable analytics and dashboards
Cloud-readyBuild for scalability on both MS Azure and AWS
Bot Squad Customer FriendlyProvides separate, secure spaces to all groups implementing RPA and deploying virtual workforces
Bot Squad MonitoringEnsures Bots are healthy and performing or alerts are raised to Bot Squad
Remote ControlAllows for Bot Squad to control unattended robots for remote process deployment
10
Future Goal #1Implement Infrastructure - Workforce Management Tool
A dashboard that enables analytics containing usage information for all the following components:
UNCLASSIFIED//FOUO
Project
NumberPriority Requester Status Ideation Assessment
BCB
(Approval)
Design &
Development
Integration
Testing
PCB
(Approval)Deployment Sustainment
RPA0009 1 DASA-FO Active
RPA0014 1 DASA-FO Active
RPA0016 [3] DASA-BU
RPA0018 3 SIG Active
TBD TBD SIG Upcoming
RPA0019 New - TBD ARNG Active
RPA0017 [4] DASA-BU
RPA0020 TBD USARC Upcoming
RPA0021 TBD USARC Upcoming
RPA0022 TBD USARC Active
RPA0023 TBD USARC Active
RPA0024 TBD USARC Active
RPA0025 TBD USARC Active
RPA0026 TBD USARC Active
TBD TBD FORSCOM Active
TBD TBD USARC Upcoming
TBD TBD USARC Upcoming
RPA0027 TBD Futures CMD Active
Total Active Projects 11Total
Projects 27
Total # of ACTIVE
Projects Currently
within Phase
0 8 0 0 1 1 0 1
% of ACTIVE
Projects Currently
within Phase
0% 73% 0% 0% 9% 9% 0% 9%
FIRE
FORSCOM UMT Reporting
SPS iDoc
MilPay iDoc
JRP Triannual Review (PILOT)
JRP w/Aging Capability
CAER: Outbound MIPRs &
Reimbursables (KPI 3/4)
Unmatched Transactions
Interfund UMT/UMD
DTS UMTs
SGLI Monthly Collection
SGLI Monthly Payment
NCP RET Pay Monthly Obligation
NCP RET Pay Monthly Payment
NCP RET Pay Master Data
CAER: Outbound MIPRs &
Reimbursables (KPI 1)
High-Level ULOs
High-Level UMTs
Current Year Execution (ULO)
Project Name
SLRP Obligation/Deobligation
Automation
0% 25% 50% 75% 100%
Competed Denotes change since last BCB updateNot Started
Significant
Slippage
At Risk
With PlanOn-Track Completed
W R Y G B
FIRE: Financial Integrated Reporting EnvironmentNCP: Normal Cost Percentage RET: RetirementSGLI: Servicemen's Group Life Insurance
SLRP: Student Loan Repayment ProgramUMT: Unmatched TransactionsULO: Unliquidated Obligations
11
Future Goal #2Manage Automation Demands (as of 11 MAR)
UNCLASSIFIED//FOUO 12
Production Automation ExampleAXOL iDOC Automation
UNCLASSIFIED//FOUO
An array of communication channels allows the Army FM community to explore RPA and share their automation needs
13
RPA Communications Strategy
ExploreFoster an environment of learning and awareness
Community of Practice
.
DemonstrationLearn more about RPA
directly from the Bot SquadOutreach
ShareShare your Command’s
automation requirementIntake Form
Welcome PacketVideo Demos
Online Form Manual Form
milSuite
milBook milSurvey milTube milUniversity milWiki
UNCLASSIFIED//FOUO
https://cpp.army.mil
RPA Workflow Tool
Army FM RPA Lead: Christine Gex, christine.l.gex.civ@mail.mil
RPA Team milBookhttps://www.milsuite.mil/book/groups/army-fm-robotic-process-automation
14
How to submit your project requests or learn more?
UNCLASSIFIED//FOUO
What’s Next for Army FM RPAFY20 and Beyond
ASA(FM&C) 2019 Organization Plan – Budget & Execution Goal (FEB 19)
“Create, deploy, and account for RPA (bots) ROI to Commander’s buying power”
ASA(FM&C) Guidance
• Deliver More Enterprise Solutions that support Army’s goals of achieving a modified audit opinion of the General Fund financial statement by FY22 and Working Capital Fund financial statement by FY20
• Demonstrate Automation Maturity that not only identifies and monitors financial data, but also can take corrective action with leadership consent
• Operate in a multi-vender environment that allows Army FM to rapidly leverage emerging technologies as they become commercially available and align to Army FM challenges
• Create Partnerships by proactively collaborating with PEO-EIS and FMCOM, as well as other organizations, to optimize the potential of RPA for the Army FM Domain
15
UNCLASSIFIED//FOUO
RPA establishes a virtual workforce that can save organizations both time and money while producing a consistently accurate reporting capability
RPA: Return on Investment (ROI) for JRP Funds Holder Review at Resource Services-Washington (RS-W)
Processing Time (Days)
Labor (# FTEs/Bots)
99%
97%
57 .5
• Responsible for 101fund centers
• Reviews both Army and DoD General Funds
• For each funds center, pulls 7 reports and creates 6 files.
16
In Process ReviewBenefits Realization to Date
Time Cost AccuracyBots automating reporting processes that were previously conducted manually, allows a Command’s workforce to focus on other priorities.
Through the introduction of Bots, there is a reduction in operational costs to conduct day-to-day operations.
The deployed automation will always follow the approved customer workflow, designed to replicate the exact same steps previously done manually.
100 3
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