Describe how the Culturagram differs from a genogram and an ecomap,…

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Question Describe how the Culturagram differs from a genogram and an ecomap,… Describe how the Culturagram differs from a genogram and an ecomap, and provide examples of how a Culturagram would be useful in assessing differences between and within groups. Psychology Social Science Social Psychology MSW 511 Share QuestionEmailCopy link Comments (0)

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Description Express your opinion regarding how robotic processing automation (RPA) will help fraud detection. I am attaching some PDF documents that can be used for citation. 3 attachmentsSlide 1 of 3attachment_1attachment_1attachment_2attachment_2attachment_3attachment_3.slider-slide > img { width: 100%; display: block; } .slider-slide > img:focus { margin: auto; } Unformatted Attachment Preview Robotics Processing Automation (RPA) Awareness This overview is provided for UMGC accounting students via our partnership with UiPath, a leader in robotics processing automation. academy.uipath.com RPA Awareness Training Lesson 3 RPA Journey & COE Enablement academy.uipath.com Course agenda 1 Implementation scenarios 5 Building a robotic operating team 2 A typical 3 step approach 6 A successful RPA implementation 3 Typical project team structure 7 Main inhibitors of RPA implementation 4 RPA Center Of Excellence types Implementation scenarios Undertaking an RPA journey will enable companies to plan and leverage the technology on an enterprise-wide basis, integrate siloed operations, applications and data, build internal capabilities to adapt and scale and bring business value along with competitive advantages. TOOL-FOCUSED RPA IMPLEMENTATION o The client purchases a license for the RPA tool o The RPA provider operates as technical support (optionally) o The implementation is led by the client ASSISTED RPA IMPLEMENTATION o The client can involve a consultancy partner to be able to deliver a seamless RPA Implementation o The organizational transition and KT is ensured RPA AS A SERVICE o The client buys the RPA solution as a service o The service provider takes responsibility of the entire implementation o The client focuses only on the business value added A typical 3 step approach 1. PoC 2. Pilot 3. Roll-out 3-6 weeks 10-12 weeks Subject to scope Proof of Concept: A quick 30 day PoC on a selected process to validate the applicability of RPA/ IPA. Piloting of additional processes with a parallel set-up of governance & roll-out planning. Roll-out of the Robotics Factory for all relevant business processes and handover to the customer. UiPath Partners BPO/RPA Integrators Responsible for: • Business perspective • Project management support • COE enablement . Responsible for: • Providing licenses • PoC implementation • L2 & 3 technical support & maintenance • Enablement of COE (Custom Expert trainings) Program Management Typical project team structure Program Manager Transition Team Project 1 Technical Lead Project 2 Project 3 Infra SA 1 Lead Dev PM 1 SA 2 Lead Dev PM 2 SA 3 Lead Dev PM 3 Dev Team 1 BA 1 Dev Team 2 BA 2 Dev Team 3 BA 3 SA Lead– Solution Architect Lead PM – Project Manager BA – Business Analyst RPA Center Of Excellence Types There are various models for COEs ranging from a centralized delivery model, to a model where the COE empowers other business units to build their own COEs within a framework set out by a central COE, or totally independent from each other. HYBRID One main RPA COE, linked to several smaller RPA COEs dedicated to business units CENTRALIZED FEDERATED One RPA COE serving all Business Units Independent RPA COEs within each business unit Business Unit Business Unit Business Unit Business Unit Center of Excellence (COE) Business Unit Business Unit Center of Excellence (COE) COE Business Unit Business Unit Business Unit Business Unit Business Unit Business Unit Business Unit COE Business Unit COE Business Unit Business Unit COE Business Unit COE COE COE Business Unit Business Unit COE COE Business Unit Business Unit There are various models for COEs ranging from a centralized delivery model, to a model where the COE empowers other business units to build their own COEs within a framework set out by a central COE, or totally independent of each other. Building a robotic operating team RPA Project Manager Forms the RPA team to build the setup and deliver the program across business units. Manages the RPA ream and the business stakeholders to achieve the expected automation results. RPA Infrastructure Engineer RPA Service Support O T Handles server installations and troubleshooting. O T T RPA Solution Architect Defines the Architecture of the RPA solution and is a guardian of the overall performance of the agreed solution. RPA Sponsor Initiates the idea of automation, underwrites resources and protects progress into business adoption. T O RPA Developer Designs, develops and tests the automation artifacts. First-line support for the RPA solution deployed. O RPA Supervisor Administers, orchestrates and controls the virtual workforce in the operational environment. O T RPA Business Analyst T Creates the process definitions and process maps used for automation. RPA Change Manager Slide 8 Creates a change and communicates a plan, which is aligned to the project deliverables, in order to ease RPA adoption within the company. RPA Operations O T RPA Transitions A successful RPA implementation Key features 1 Cultural adoption o Active executive-level RPA sponsor o Strong and operationally efficient Robotics Operating Model o Dedicated Change Management teams 2 IT engagement o Onboard IT function early-on to convey strong governance o IT will ensure requirements for security, scalability, auditability, business recovery and change management are properly met will 3 In house RPA capability o RPA is a strategic capability o RPA aims to evolve, leverage scale and increase business value Main inhibitors of RPA Implementation Service delivery Documentation MAIN INHIBITORS Lack of buy-in Culture The Leading Enterprise RPA Platform Thank you! We have reached the end of Lesson III. Please proceed to Lesson IV where we will review the RPA solutions provided by UiPath. 11 academy.uipath.com Robotics Processing Automation (RPA) Awareness This overview is provided for UMGC accounting students via our partnership with UiPath, a leader in robotics processing automation. academy.uipath.com RPA Awareness Training Lesson 2 Processes fit for RPA academy.uipath.com Course agenda 1 The time for RPA Is Now! 2 RPA Adoption Across Processes And Industries 3 What Process Should I Automate? 4 Processes Every Company Should Automate The time for RPA Is Now! Why RPA? And Why Now? RPA AND INDUSTRY IMPACT CURRENT AND FUTURE INDUSTRY RPA ADOPTION Current adoption In five years 63% 33% 25% 15% of tasks across every job category will be automated by 2019 SOURCE: Forester Research 2015 31% 23% 24% 9% 8% 20% 6% 18% 4% 13% 3% 3% 11% 4% 11% 3% 6% RPA RATE OF JOB TRANSFORMATION 64% 60% 51% 40% 9% 19% 29% ’15 ’16 ’17 ’18 ’19 ’20 Manual business and financial 52% 48% 8% 17% 27% 37% ’15 ’16 ’17 ’18 ’19 ’20 Professional and related 32% 7% 41% 14% 3% ’15 ’16 ’17 ’18 ’19 ’20 Sales and related 7% 15% 23% 32% 42% 52% ’15 ’16 ’17 ’18 ’19 ’20 Office and admin support RPA Adoption Across Processes And Industries RPA is high priority for most global in-house centers FINANCE AND ACCOUNTING PROCUREMENT HUMAN RESOURCES CONTACT CENTER INDUSTRY SPECIFIC PROCESSES BANKING Cards activation Frauds claim discovery INSURANCE Claims processing New business preparation HEALTHCARE Reports automation System reconciliation MANUFACTURING Bills of Material generation HI-TECH&TELECOM Service order management Quality reporting ENERGY&UTILITIES Account setup Meter reading validation Accounts receivable, Accounts Payable, General Ledger Invoice processing, from requisition to issue of purchase order Payroll, hiring, data management Customer service Legend: High RPA Medium ADOPTION EXTENT Low What Process Should I Automate? Guide to Choose the Best Candidate Processes for Automation Highly manual and repetitive processes Processes with standard readable electronic Input Type Changeable Processing Method or System Change o High transaction volume processes o Highly frequent processes running daily, weekly (instead of monthly or yearly, which involve lots of manual work or work prone to human error) o Triggered by standard and consistent inputs. The inputs should be in a readable input type like Excel, Word, email, XML, PPT, readable PDFs etc o Triggered by input types which are not readable (scanned images with no OCR are not prone to automation.) o The processing method cannot be changed o Fundamental changes are not required in the underlying technical architecture of the current systems (e.g new interface development or changes in configuration for existing systems to enable automation) o We strongly recommend to avoid automating a process that will be changed in the short term Rule-Based Processes High Volumes Automation Savings o Activities with clear processing instructions (template-driven), with decision making based on standardized and predictive rules o Processes with high transaction volumes (and high frequency). o It’s recommended to automate only the processes that can provide a saving in terms of human work-effort of minimum 2 FTEs Low Exception rate Mature and stable processes o Activities with low number of variation scenarios existing in the process leading to different handling procedures o Well documented, stable, predictable o Known operational costs What Process Should I Automate? Guide to Choose the Best Candidate Processes for Automation Yes Yes No START Processing method can be changed? High process volumes? No Highly manual & repetitive process? Yes Yes Rule Based process? Readable electronic input types?* Yes Standard inputs? Yes Yes Low exception rate? Yes Investigate potential tactical solutions Will minor automation improve the process? No No No No Apply process improvement initiatives No Implement Self Service No Low Exceptions Rate High Volume Transactions Process C Standard Input Types Process B Electronic Readable Input Types Deep system changes required? RPA Process C Process A Rule Based Processes Process B AUTOMATION SCALE Highly Manual and Repetitive work Process A Yes No In order to benefit from a rapid ROI, choose processes that passed through a transformation initiative using the Lean Six Sigma methodology. Process Characteristics Investigate options for system integration System changes * Readable Input Type = Excel, Word, email, XML, PPT, readable PDFs etc. Non-readable input type: scanned image with no OCR Process A is the best fit for automation, followed by Process B, while Process C should be subject to a Lean Six Sigma transformation approach prior to considering automating it. Processes Every Company Should Automate HR Services Supply Chain Data Entry Inventory management Payroll Joiners, Movers, Leavers Demand and supply planning HR Services Time & attendance Management Invoice and contract management Due to the huge amount of repetitive, often manual, administrative tasks, under the shape of form fillings, data capturing, updating and disseminating and large number of request processing, HR is a gold mine of opportunities for automation Benefits Administration Recruitment (back office) Compliance and Reporting Personnel Administration Work order management Returns processing Freight management Procure to Pay (AP) Finance and Accounting Record to Report Vendor Management Collections Incentive Claims Sales Order Finance and Accounting Supply chain problems cost companies between 9-20% of their value over a period of 6 months. The processes mentioned in this slide are typically prone to automation and represent typical area of improvement in any supply chain operations. Software deployment Order to Cash F&A is another area where automation can have significant positive impact on cost savings, improved efficiency and streamline processes, when applied Supply Chain AUTOMATION Server and app monitoring Routine maintenance & monitoring Email processing and distribution Batch Processing Password reset/unlock Back up & restoration IT Services Other Areas for Automation Besides typical horizontal services, there are other organizational activities that can fall easily under the scope of any automation strategy IT Services With an estimated 30% of time spent on low level tasks, IT is compelled to embrace automation as a way to focus on the initiatives that require innovative thinking, and be able to tackle with the critical organizational tasks currently consuming much of their time. The Leading Enterprise RPA Platform Thank you! We have reached the end of Lesson II. Please proceed to Lesson III where we will how to drive the implementation of RPA in your firm. 9 academy.uipath.com Robotics Processing Automation (RPA) Awareness This overview is provided for UMGC accounting students via our partnership with UiPath, a leader in robotics processing automation. academy.uipath.com RPA Awareness Training Lesson 1 The basics of RPA academy.uipath.com Course agenda 1 What is RPA? 4 Our journey 2 Key Market Drivers 5 Benefits 3 Companies' Operating Model Evolution What is RPA? Automation that interacts with a computer-centric process with a software User Interface providing support Test Strategy RPA aims to replace repetitive tasks performed by humans, with a virtual workforce. Humans then make judgmental calls, handle exceptions and provide oversight Test Closure Test Execution RPA configures software that will automate the activities or tasks previously performed by humans Robotic automation uses a computer (a.k.a. robot) to run application software in the exact same way that a person works with that software Key Market Drivers Cost pressure Growth Outsourcing Market Saturation Customer expectations New Technology Compliance & Regulations Companies' Operating Model Evolution Centralized Processes (Shared Services) Outsourced Processes (BPO, ITO) Globally Standardiz ed Processes (GBS) Partially Automated Processes through Scripting, BPM Automated Processes through Enterprise RPA Automated Processes through Cognitive, AI The Leading Enterprise RPA Platform Benefits RAPID ROI ENHANCED PROCESSES BETTER CUSTOMER EXPERIENCE IMPROVED SERVICE DELIVERY ENHANCED ABILITY TO MANAGE COST REDUCTION NON - INVASIVE TECHNOLOGY INCREASED COMPLIANCE ELIMINATE REPEATITIVE WORK INSIGHTS AND ANALYTICS SCALABILITY AND FLEXIBILITY 7 The Leading Enterprise RPA Platform Thank You We have reached the end of Lesson I. Please proceed to Lesson II where we will see which processes are suitable for automation. academy.uipath.com 8 Purchase answer to see full attachment Explanation & Answer: 3 Paragraphs Tags: RPA amp Fraud Detection robotic processing automation market driver software configuration as a robot robotics is effective in fraud detection User generated content is uploaded by users for the purposes of learning and should be used following Studypool's honor code & terms of service.
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