This is the first post in a series related to Robotic Process Automation*, begun in association with PMI's Information Systems and Technology Symposium, June 14, 2017, where I presented Becoming an RPA-Ready Project Manager. You will be able to filter posts in this blog to find all related to "Robotic Process Automation".
It's a couple of days after my presentation at the Symposium with an energetic crowd of attendees from all over the world. The chat stream was at times very funny. In addition to being a potential career path for us project managers, Robotic Process Automation lends itself to really humorous comments and interpretations. That will make it fun to talk about. Maybe we can all discuss it with my new girlfriend Amelia.
Let's get started.
As I said in my presentation, the first RPA-specific posts will be about Organizational Change Management (OCM). Organizational Change Management is a critical component of projects that require new work processes for people, on the business side or the technology side. RPA efforts are a perfect example. Unfortunately, the details of how this component integrates with project management is not always clear. It is worse when the organization in which you work does not have a mature OCM process to follow or a specific team that handles the OCM functions.
Picture it: Your new work process project is chugging along. The technology is near to being deployed. Quality of the new technology looks very good. The budget did not go over too much, thank goodness. You are planning to transition the final resources out of the project. You will be able to take a few days off finally.
But wait! Alarms are going off! In emails at least. Not everyone is ready. One of the unready groups is the Help Desk team. They have not finished their training and other preparations. You also hear there is a similar situation with the users on the business side.
Fast forward to the lessons learned session. It's a bit awkward when the training issue comes up. The actual lesson earned cannot be immediately agreed to by the attendees. You have to wonder, "What happened?"
It could have been any number of factors, all within the OCM component. In this special series of posts, I will go over as many of these factors as I can, all in context of Robotic Process Automation (RPA) projects. These projects present good examples albeit with the increased need for urgency that RPA demands.
Adds to the drama.
And you love the drama.
Now back to OCM: One success factor for organizational change is that there is a general schedule communicated to all those affected by the change generated by your project. Not just the stakeholders. Not just the supervisors. The communication must be to all who are affected. They just need a summary of what will happen and when. They don't need your entire detailed work plan. This part of OCM has many benefits, including
- Making the change appear more "real"
- Building trust by showing that planning by multiple teams has gone into the effort
- Providing everyone a consistent go live date
- Building a sense of urgency around actions leading to the go live date
- Showing specifically what leadership has agreed to
- Helping the planning effort of other teams that may not be closely controlled or monitored by you
For RPA projects, specific target dates may be given for the following activities
- Process re-design around use of the software robot
- New definitions of roles (typically occurs if multiple roles can be consolidated once the software robot is in place)
- User training (targeted to those who previously did the work previous to having the software robot as a support)
- Support staff and supervisor training (help desk, supervisors of users, control partners)
- Go live date
"Target dates" are fine, especially since it is best to communicate the high-level schedule as soon as possible. Later schedule revisions can be communicated in a timely fashion.
Communicating the general schedule of the steps leading to a work process and workforce change is just one part of managing that change. All together they will keep all teams associated with the project aligned, on time and with les resistance. Future posts in the series will cover other components of OCM and their relationship to RPA projects.
* Robotic Process Automation: Configuring a software robot, using one of the relatively new tools available, to complete a certain part of a work process formerly completed by FTEs. RPA is not Artificial Intelligence, but simply a way of automating the execution of well-defined business rules. Projects are short and bring quick benefits to the organization.