Fit Gap Analysis

Fit/Gap Analysis is used to evaluate each functional area in a business project or business process to
achieve a specific goal. It includes identifying key data or components that fit within the business
system and gaps that need solutions. This technique draws on several objectives, all focused on
determining key components necessary to achieve the best practice within an organization.

Purpose
For every project, the main purpose of the Fit/Gap Analysis is to ensure that every project is
executed according to the methods considered to be both effective and efficient. It also
recommends amendments, such as key issues and interfaces that need policy adjustments, for
each business process to guarantee target results.

Fit/Gap Sessions
Fit/Gap Analysis is done through a series of sessions by the business or project owner,
manager, business experts or consultants. Each working session focuses on one key premise:
to develop input that the organization will use as part of its rules and standard regulations. All
key issues and controversial topics are dealt with in every meeting. Management
representatives are required to attend each session which tackles a key problem or concern

Session Coverage
In a Fit/Gap analysis session, the following issues and measures are usually covered:
establishment of requirements for needed business process conversions; recognizing all
customized tasks that should be done; devising testing measures; identifying security,
reporting and documentation procedures; and creating rules and standard processes.

Information Processing
After preliminary settlement or discussion of issues, tasks necessary to change or address
these concerns are defined. The team reviews all information about the issue or concern.
Documentation and assessment of files from previous phases involving organizational change
measures are also performed.

Task Identification
All tasks needed to initiate the recommendations from a Fit/Gap Analysis are listed.
Dependencies between tasks are determined in order to structure the work breakdown plan.
All resources essential for accomplishing each task are then identified for each function
group within the organization. Finally, roles and functions of team members and function
groups are specifically designated
Scenarios Analysis
Client credential stories

What are the pitfalls of RPA?

RPA isn’t for every enterprise. As with any automation technology, RPA has the
potential to eliminate jobs, which presents CIOs with challenges managing talent.
While enterprises embracing RPA are attempting to transition many workers to new
jobs, Forrester Research estimates that RPA software will threaten the livelihood of
230 million or more knowledge workers, or approximately 9 percent of the global
workforce.

Even if CIOs navigate the human capital conundrum, RPA implementations fail more
often than not. “Several robotics programs have been put on hold, or CIOs have
flatly refused to install new bots,” Alex Edlich and Vik Sohoni, senior partners at
McKinsey & Company, said in a May 2017 report.

Installing thousands of bots has taken a lot longer and is more complex and costly
than most organizations have hoped it would be, Edlich and Sohoni say. The
platforms on which bots interact often change, and the necessary flexibility isn’t
always configured into the bot. Moreover, a new regulation requiring minor changes
to an application form could throw off months of work in the back office on a bot
that’s nearing completion.

A recent Deloitte UK study came to a similar conclusion. "Only three percent of

organizations have managed to scale RPA to a level of 50 or more robots," say
Deloitte UK authors Justin Watson, David Wright and Marina Gordeeva.

Moreover, the economic outcomes of RPA implementations are far from assured.
While it may be possible to automate 30 percent of tasks for the majority of
occupations, it doesn’t neatly translate into a 30 percent cost reduction, Edlich and
Sohoni say.

To ensure a smooth shift to RPA, see "8 keys to a successful RPA implementation."

What companies are using RPA?

Walmart, Deutsche Bank, AT&T, Vanguard, Ernst & Young, Walgreens, Anthem and
American Express Global Business Travel are among the many enterprises adopting
RPA.

Walmart CIO Clay Johnson says the retail giant has deployed about 500 bots to
automate anything from answering employee questions to retrieving useful
information from audit documents. "A lot of those came from people who are tired of
the work," Johnson says.

David Thompson, CIO of American Express Global Business Travel, uses RPA to
automate the process for canceling an airline ticket and issuing refunds. Thompson
is also looking to use RPA to facilitate automatic rebook recommendations in the
event of an airport shutdown, and to automate certain expense management tasks.
"We've taken RPA and trained it on how employees do those tasks," says
Thompson, who implemented a similar solution in his prior role as CIO at Western
Union. "The list of things we could automate is getting longer and longer."

But with many more CIOs mulling RPA, CIO.com asked some consultants for advice
on how IT leaders can tackle the technology.

10 tips for effective robotic process automation

1. Set and manage expectations
Quick wins are possible with RPA, but propelling RPA to run at scale is a different
animal. Dave Kuder, a principal with Deloitte Consulting LLP, says that many RPA
hiccups stem from poor expectations management. Bold claims about RPA from
vendors and implementation consultants haven't helped. That's why it's crucial for
CIOs to go in with a cautiously optimistic mindset. "If you go in with open eyes you'll
be a lot happier with the result," Kuder says.

2. Consider business impact

RPA is often propped up as a mechanism to bolster return on investment or reduce
costs. But Kris Fitzgerald, CTO of NTT Data Services, says more CIOs should use it
to improve customer experience. For example, enterprises such as airlines employ
thousands of customer service agents, yet customers are still waiting in the queue to
have their call fielded. A chatbot, could help alleviate some of that wait. “You put that
virtual agent in there and there is no downtime, no out sick and no bad attitude,”
Fitzgerald says. “The client experience is the flag to hit.”

3. Involve IT early and often

COOs initially bought RPA and hit a wall during implementation, prompting them to
ask IT’s help (and forgiveness), Viadro says. Now "citizen developers" without
technical expertise are using cloud software to implement RPA right in their business
units, Kuder says. Often, the CIO tends to step in and block them. Kuder and Viadro
say that business heads must involve IT from the outset to ensure they get the
resources they require.

4. Poor design, change management can wreak havoc

Many implementations fail because design and change are poorly managed, says
Sanjay Srivastava, chief digital officer of Genpact. In the rush to get something
deployed, some companies overlook communication exchanges, between the
various bots, which can break a business process. "Before you implement, you must
think about the operating model design," Srivastava says. "You need to map out how
you expect the various bots to work together." Alternatively, some CIOs will neglect
to negotiate the changes new operations will have on an organization's business
processes. CIOs must plan for this well in advance to avoid business disruption.

5. Don't fall down the data rabbit hole

A bank deploying thousands of bots to automate manual data entry or to monitor
software operations generates a ton of data. This can lure CIOs and their business
peers into an unfortunate scenario where they are looking to leverage the data.
Srivastava says it's not uncommon for companies to run ML on the data their bots
generate, then throw a chatbot on the front to enable users to more easily query the
data. Suddenly, the RPA project has become an ML project that hasn't been properly
scoped as an ML project. "The puck keeps moving," and CIOs struggle to catch up
to it, Srivastava says. He recommends CIOs consider RPA as a long-term arc, rather
than as piecemeal projects that evolve into something unwieldy.

6. Project governance is paramount

Another problem that pops up in RPA is the failure to plan for certain
roadblocks, Srivastava says. An employee at a Genpact client changed the
company’s password policy but no one programmed the bots to adjust, resulting in
lost data. CIOs must constantly check for chokepoints where their RPA solution can
bog down, or at least, install a monitoring and alert system to watch for hiccups
impacting performance. "You can't just set them free and let them run around; you
need command and control," Srivastava says.

7. Control maintains compliance

There are lot of governance challenges related to instantiating a single bot in
environment let alone thousands. One Deloitte client spent several meetings trying to
determine whether their bot was male or female, a valid gender question but one that
must take into account human resources, ethics and other areas of compliance for
the business, Kuder says.

8. Build an RPA center of excellence

The most successful RPA implementations include a center of excellence staffed by
people who are responsible for making efficiency programs a success within the
organization, Viadro says. Not every enterprise, however, has the budget for this.
The RPA center of excellence develops business cases, calculating potential cost
optimization and ROI, and measures progress against those goals. "That group is
typically fairly small and nimble and it scales with the technology staff that are
focused on the actual implementation of automation,” Viadro says. “I’d encourage all
IT leaders across different industries to look for opportunities and understand
whether [RPA] will be transformative for their businesses.”

9. Don’t forget the impact on people

Wooed by shiny new solutions, some organizations are so focused on
implementation that they neglect to loop in HR, which can create some nightmare
scenarios for employees who find their daily processes and workflows disrupted.
“We forget that it’s people first,” Fitzgerald says.

10. Put RPA into your whole development lifecycle

CIOs must automate the entire development lifecycle or they may kill their bots
during a big launch. “It sounds easy to remember but people don’t make it a part of
their process.”

Ultimately, there is no magic bullet for implementing RPA, but Srivastava says that it
requires an intelligent automation ethos that must be part of the long-term journey for
enterprises. "Automation needs to get to an answer — all of the ifs, thens and whats
— to complete business processes faster, with better quality and at scale,"
Srivastava says
Requirements Traceability Matrix (RTM)
| SoftwareTestingMaterial
Requirements Traceability Matrix (RTM) is used to trace the requirements to
the tests that are needed to verify whether the requirements are fulfilled.

Requirement Traceability Matrix AKA Traceability Matrixor Cross Reference

Matrix.

Like all other test artifacts, RTM too varies between organizations. Most of the
organizations use just the Requirement Id’s and Test Case Id’s in the RTM. It is
possible to make some other fields such as Requirement Description, Test Phase,
Test case result, Document Owner etc., It is necessary to update the RTM
whenever there is a change in requirement.

The following illustration gives you a basic idea about Requirement Traceability
Matrix (RTM).

Assume we have 5 requirements

Assume
total test cases identified are 10
Whenever we write new test cases, the same need to be updated in the RTM

Adding a new test case id TID011 and mapping it to the requirement id BID005

Check below video to see “Requirements Traceability Matrix”

Please be patient. The video will load in some time.

Types of Requirements Traceability Matrix (RTM):

Let’s see different types of Traceability Matrix:

 Forward Traceability: Mapping requirements to test cases is called Forward

Traceability Matrix. It is used to ensure whether the project progresses in the
desired direction. It makes sure that each requirement is tested thoroughly.
 Backward or Reverse Traceability: Mapping test cases to requirements is
called Backward Traceability Matrix. It is used to ensure whether the current
product remains on the right track. It makes sure that we are not expanding
the scope of the project by adding functionality that is not specified in the
requirements.
  Bi-directional traceability (Forward + Backward): Mapping requirements
to test cases(forward traceability) and test cases to requirements (backward
traceability) is called Bi-directional Traceability Matrix. It is used to ensure
that all the specified requirements have appropriate test cases and vice versa.

Advantage of Requirements Traceability Matrix (RTM):

1. 100% test coverage
2. It allows to identify the missing functionality easily
3. It allows to identify the test cases which needs to be updated in case of
change in requirement
4. It is easy to track the overall test execution status