Reference no: EM133048399

1. What is the difference between the strategic approach and the operational approach to building your RPA strategy?

A) Strategic approach involves only senior leaders.
B) Operational approach does not engage widely enough.
C) The strategic approach creates a clear direction, and the operational approach recognizes how RPA works and builds incrementally from that.
D) The strategic approach takes too long, and the operational approach goes against corporate strategy.

2. Which are key components of an RPA strategy?

A) Educating, knowledge sharing, technology decisions.
B) Timelines, scaling, change management.
C) Platform selection, getting started, business case.
D) Business case, change management, obtaining commitment.

3. Why is RPA a good starting point on the journey towards AI?

A) RPA enables fragmented data to be captured and made available for big data and AI.
B) RPA drives a "culture of digital," but the technologies do not support AI.
C) RPA has some opportunities to feed AI, but that is a distant evolution.
D) RPA will require too many additional capabilities to be able to support AI.

4. Why do organizations typically start their RPA journey with a proof of concept?

A) It is low risk.
B) They are trying to convince leadership to adopt RPA.
C) They are checking to see if the technology works.
D) They want to grow awareness and make RPA relevant to the organization.

5. Which are not risks attached to running a proof of concept?

A) Expecting the POC to prove a business case.
B) Trying to solve a real operational problem with the POC.
C) Setting too high of an expectation on the deliverables.
D) Getting started on the wrong process.

6. What is a proof of concept trying to achieve?

A) Proving that the technology works in your organization.
B) Getting your organization started on the RPA journey.
C) Delivering transformational change to one specific process.
D) Persuading your IT team to see the value of RPA.

7. What risks surrounding the POC would you not highlight to your organization?

A) Selecting the wrong process to start with.
B) Taking too long to get started.
C) Selecting the wrong technology.
D) Not engaging your outsourcing suppliers.

8. Which is a best practice related to the POC?

A) Start small; but getting started is key.
B) Take time to select the right platform.
C) Focus on partially or fully outsourced processes.
D) It is key to research all possible processes before getting started.

9. What is the typical timeline of a POC?

A) 6-12 months.
B) Always 3 months.
C) 6-12 weeks.
D) 1-2 weeks.

10. While running the POC, what other strategic areas should you be working on?

A) Governance, infrastructure, change management.
B) Governance, partnerships, infrastructure.
C) Strategy, process selection, change management.
D) Funding, strategy, process optimization.

10. Are the key elements of the business case the same for all processes?

A) Yes, so it is simple to build a business case template
B) No, but they are broadly the same.
C) No, but processes can be grouped around common business case drivers.
D) No, you need to build a business case for each individual process

11. What are the potential people-change issues facing organizations?

A) They vary by organization and process.
B) Job security only.
C) It is a broad subject covering everything from recruitment and succession planning through to reward and retention.
D) Having the right skills available for the digital culture.

12. Which are the key elements to building a digital culture?

A)Vision, technology, data, people.
B) Strategy, communication, education.
C) Technology and change management.
D) Executive leadership, communication, technology.