Find the right process to automate.

Assess a process and get a preliminary recommendation on priority and technology approach.

4 stepsPreliminary assessment
01 / PROCESS

Define the process.

What it does, how often it runs and how much work it takes.

1 of 4

Operational workload

Frequency, volume and estimated time.

How many times the process runs in each period.
Active time per case, excluding waiting time.
75%
The share of repetitive work currently done manually.

Rules and systems

Rules, exceptions, applications and constraints.

Fixed rules or human judgment.
Count the main activities in the workflow.
10%
Cases outside the normal flow or requiring external help.
APIs connect systems; user interface automation works through screens.
Virtual or remote desktop (VDI/Citrix).

Data and stability

Data structure and stability.

100%
Emails, forms or digital files.
80%
Defined fields (tables or forms), rather than free text.
PDFs or images without selectable text.
Changes planned for the next 6 months.
Planned updates or migrations.
A safe environment for testing without affecting production.

Operational benefit

Rate from 1 (low) to 5 (high).

5%
Cases with one or more errors.
How important the process is to business objectives.
Quality and error reduction4 / 5
LowHigh
Expected improvement in quality and error prevention.
Productivity and response time4 / 5
LowHigh
Impact on speed and meeting deadlines.
Compliance and traceability3 / 5
LowHigh
Improvement in controls, compliance and traceability.
Volume peaks and scalability3 / 5
LowHigh
Ability to handle increases in volume.
Employee / customer experience4 / 5
LowHigh
Impact on the experience of customers or the team.
Business responsiveness3 / 5
LowHigh
Ability to adapt to business changes.

Type of work

Indicate how much the process requires each capability.

Perform actions in systems, forms or files4 / 5
LowHigh
Record or update information in systems.
Read and interpret documents, emails or free text3 / 5
LowHigh
Interpret documents, emails or free text.
Converse, write or respond in natural language2 / 5
LowHigh
Write, respond or converse with people.
Reason in context or choose between alternatives2 / 5
LowHigh
Make decisions using context or multiple alternatives.
Update systems after interpreting information4 / 5
LowHigh
Update systems based on the analysis.
Criticality of decisions / actions3 / 5
LowHigh
Financial, legal or customer impact.
Exceptions, prior approval or no review.
Preliminary result

Process

Area · Company

Quadrant
Quick win
Low complexity · High benefit
Feasibility
Viable
No major blockers identified
Complexity
0/100
Low
Potential benefit
0/100
High

Process priority

The position combines complexity and potential benefit.

Potential technology approach

RPA

Most of the work is structured, repetitive and focused on performing actions in systems.

GovernanceException-based reviewHuman oversight focuses on cases outside the rules.

Technology fit

This indicates a suitable solution pattern, rather than selecting a product.

0%
0%
0%

    Factors that add value

    Perceived operational impact; this is not a financial calculation.

    Factors that increase effort

    Validate these factors during technical analysis.

    Manual hours / year0 h
    Current manual workload FTE0.00
    Manual work0%
    Exceptions0%

    Conditions to resolve

    Points to clarify before or during solution design.

      Next step

      A recommendation based on priority and feasibility.

      →
      Technical validation

      Confirm access, exceptions, integration and data before estimating effort.

      ROI requires a separate financial analysis.
      View methodology and limitations

      The assessment separates four layers: feasibility (stability, digitization and exception rules), prioritization (weighted benefit and complexity scores with quadrant boundaries at 50), technology fit (heuristic fit with RPA and AI agents) and governance (human review and controls). Feasibility takes precedence over the quadrant. Weights and thresholds are heuristic: they help rank opportunities, but do not prove technical feasibility, estimate savings or justify an investment. Validate data, controls and weights against historical cases before using them as institutional criteria.

      Hours and FTE represent estimated current manual workload, not projected savings. ROI requires a separate financial analysis.

      Assumptions: 260 working days, 52 weeks or 26 two-week periods per year; 1 FTE equals 2,080 hours per year. Scores range from 0 to 100 and are not probabilities of success.