25 Feb How to choose between BPM and RPA
This article will help you define which cases are best to use RPA, BPM or DPA. We are going to consider analog tools, without explaining the differences between DPA (Digital Process Automation) and BPM (Business Process Management).
RPA makes sense when we speak of simple processes, with a high volume of repetitive transactions, and a type of process in which human participation is not necessary. This means that there is no decision process in the transaction itself that can condition it, or that this decision process is very simple.
With this in mind, it is a good idea to consider the use of RPA when we want to:
- Eliminate repetitive tasks
- Reduce those small errors, that can come at a high cost for the proper functioning of the company
- Perform simple but repetitive calculations
To choose an RPA, I suggest you follow the Rule of 5, proposed by Forrester analyst Craig Le Clair in his report entitled “Use the Rule of Five to Find the Right RPA Process“. The rule of 5 consists of 3 simple rules, based on the number 5.
a) The first rule is based on the limited rules capacity of RPA: No more than 5 decisions per robot. RPA does not have an effective decision rules management; decisions would need to be coded in each robot, and if the rule changes each one would need reprogramming. Hence, it is better to use another system for decisions that can connect with the robot.
b) The second rule comes about because robots are sensitive when apps change: No more than 5 connected applications. RPA does not connect with other applications via API, instead it mimics the behavior of a human.
c) The final rule: No more than 500 clicks, is important because RPA tasks need structure. Thousands of keystrokes, clicks and mouse movements point to a less structured Process.
In the case of a BPM, or DPA, this allows process automation, in many cases with little code, and in some cases without code. BPM orchestrates the different processes in a company by automating automatic tasks; either using integrations with the other systems, or through integration with other tools, such as RPA; and other tasks which require human participation. This automation also provides the business user with the information necessary for decision-making, on a macro level, with information for “complex event processing” (CEP) and “Business activity monitoring” (BAM) and allow business users to continuously improve their business processes in a fast and agile way, with little or no involvement from IT departments.
Implementing a BPM is therefore meaningful when we speak of process automation, which requires participation from people and machines, and in which there is decision-making, and a workflow based on the process decisions. BPM can automate processes of high-value and high volume but is not necessarily the best option for highly repetitive tasks which don’t require human participation.
BPM allows the rapid adaptation of the company’s processes with minimal involvement of IT departments, overcoming the classic division between business users and the team in charge of technology development and implementation. Furthermore, it can break down existing silos in any organization.
AuraQuantic; classified by Gartner analysts as an “Intelligent Business Process Management Suite” (iBPMS) and recognized in Forrester reports for “Digital Process Automation” “Low-Code Platform” and “Rapid APP Delivery“; It allows the automation of processes, incorporating analysis to help decision-making, and automatic mechanisms to make decisions based on the events that occurred during the process. It can connect to any RPA platform for the execution of repetitive tasks without the need for human intervention, allowing the end-to-end automation of the business process and generating savings of up to 1,000% of time and costs for task execution.