Numerous tasks in a company follow a structured process and could be automated. However, they occur too rarely to justify the automation effort. Robotic Process Automation (RPA) aims to change this: By having a robot emulate the input on an existing user interface, no changes are required in the target application. Automation is possible in a timely and cost-effective manner.
So far, many companies have had positive experiences with RPA. However, there are also a number of failed projects. What factors determine success and failure when introducing an RPA system? Björn Freivogel explains how the introduction of robotic process automation succeeds.
He first gives an overview of the topic of RPA and presents the features and functionality of RPA systems. Based on this, he examines which properties suitable processes should have and how important it is to systematically select process candidates. In his publication, Freivogel not only summarizes the theoretical basics, but also gives practical recommendations for the introduction of RPA in the company.
From the content:
- robotic desktop automation;
- agility;
- Agile methodology;
- business process management system;
- BPMS
Table of Contents
1 Introduction
1.1 Starting situation
1.2 Research problem
1.3 Research question
1.4 Objectives, delimitation of content
1.5 Structure and procedure
2 Theoretical part
2.1 Literature research
2.2 State of research
2.3 RPA Basics
2.4 Field of application of RPA
2.5 Benefits of RPA
2.6 Limits and challenges
2.7 Success
2.8 Theoretical findings
3 Methodological approach
3.1 Qualitative research
3.2 Guideline interview as expert interview
3.3 Procedure
3.4 Data collection 5.
3.5 Data analysis 6.
4 Empirical part
4.1 Category: Initial situation/motivation
4.2 Category: Project initialization
4.3 Category: Litigation candidates
4.4 Category: Challenges
4.5 Category: factors
4.6 Category: Benefit
4.7 Category: Operation
5 Conclusion
5.1 Summary of results
5.2 Critical appreciation of the results
5.3 Outlook and further research needs
5.4 Concluding remark/reflection
Objectives and Themes
This thesis aims to identify the central success factors for the introduction of Robotic Process Automation (RPA) systems within companies. By addressing existing research gaps and conducting qualitative expert interviews, the work explores how organizations can effectively navigate the implementation process, overcome resistance, and achieve long-term operational benefits.
- Theoretical foundations and functionality of RPA systems versus BPMS.
- Identification of suitable process candidates for automation.
- Critical success factors including management support and governance.
- Change management strategies to mitigate employee resistance.
- Best practices for technical infrastructure and IT integration.
Excerpt from the Book
1.1 Starting situation
For decades, operational optimization has focused on the automation of business processes. Since the 1990s, thanks to integrated databases and the Enterprise Resource Planningsystems, ERP systems for short, significant productivity increases are achieved by developing them with the aim of supporting business processes as holistically as possible (Scheer, 2017a).
In addition, since the 1990s, numerous companies have opted for a Business Process Management (BPM) and thus for the introduction of a process organization. The better understanding of problems in the business processes and the possibilities for improvement of the existing organization are the main goals. As a rule, an actual situation is mapped by a process model and its shortcomings are discussed. Subsequently, a target model is developed, taking into account the possibilities of software to be introduced, such as an ERP or an Customer Relationship ManagementSystems, crm system for short. The target model is to be implemented by customizing the ERP or CRM system. A further approach to the implementation of the target model is Business Process Management System (BPMS), which – to put it simply – can generate the software from the model. A BPMS is pushed by means of a central Process Engine the tasks according to the target model and passes on the required data. Although a process implementation using BPMS is simpler and more flexible compared to a hard-coded process, the necessary connections of the applications still usually cause high efforts (Scheer, 2017a).
The automation of tasks using ERP and CRM systems as well as BPMS could increase productivity, among other things. However, since such projects are usually associated with high efforts, only those tasks that occur very frequently are automated. As the following figure shows, there are numerous tasks in a company that also follow a structured process and could therefore be automated, but occur too rarely to justify the automation effort (see figure below, marked in yellow). These tasks are also called so-called tasks. long tailtasks.
Summary of Chapters
1 Introduction: Provides an overview of the motivation for RPA, defines the research problem, and outlines the objectives and structure of the thesis.
2 Theoretical part: Examines existing literature on RPA, establishes key concepts, and distinguishes RPA from BPMS while identifying initial success factors.
3 Methodological approach: Describes the qualitative research design, detailing how expert interviews were conducted and evaluated through content analysis.
4 Empirical part: Presents the findings from the expert interviews, categorized by themes such as project initialization, challenges, and success factors.
5 Conclusion: Synthesizes empirical findings with theoretical models and offers a final assessment of the results and future research outlook.
Keywords
Robotic Process Automation, RPA, Digital Transformation, Business Process Management, Process Automation, Success Factors, Change Management, IT Governance, Operational Efficiency, Center of Excellence, Qualitative Research, Expert Interview, Back Office, Implementation Strategy, Software Robots.
Frequently Asked Questions
What is the primary focus of this work?
The thesis focuses on identifying central success factors for the successful introduction and implementation of Robotic Process Automation (RPA) systems in a corporate environment.
What are the central themes covered?
The core themes include the definition and functionality of RPA, the selection of suitable processes for automation, management of organizational change, and the governance of software robots.
What is the research objective?
The primary goal is to provide a foundation of knowledge for interested parties regarding the successful deployment of RPA, specifically by determining which factors facilitate a smooth introduction.
Which methodology is employed?
The author uses a qualitative research approach based on guideline-based expert interviews with users, manufacturers, and consultants, followed by a qualitative content analysis.
What topics are discussed in the main part?
The main part covers the theoretical background of RPA, the methodological framework, the empirical analysis of expert interviews regarding initial project setup, and an evaluation of success factors such as change management and governance.
Which keywords define this work?
Key terms include RPA, process automation, digital transformation, success factors, and qualitative research.
How does RPA differ from BPMS?
According to the text, RPA integrates via the presentation layer without requiring changes to existing backend applications, unlike BPMS which often requires complex technical integration via APIs.
What role does the IT department play?
The thesis emphasizes that early involvement of the IT department is a critical success factor to ensure secure infrastructure, governance, and long-term project support.
What is the significance of the pilot project?
A pilot project or "Proof of Concept" is highlighted as a vital step to demonstrate immediate success, gain practical experience, and build trust among stakeholders.
Why is Change Management essential?
Change management is required to address employee fears and ensure that staff are integrated into the automation journey, thereby preventing resistance and fostering project adoption.
- Arbeit zitieren
- Björn Freivogel (Autor:in), 2020, Robotic Process Automation (RPA) in a company. Success factors and recommendations for the start, München, GRIN Verlag, https://www.grin.com/document/1175611
