This paper analyses the methodology of implementation of Robotics Process Automation (RPA) in Odense Kommune and answers these three questions: - What does the current methodology of RPA implementation look like? - What pros and cons does it have in relation to use for a manager in the production? - How would a methodology for RPA implementation that supports the managers in production look like? The paper is primarily based on the theory of Anderson and Anderson saying that every change management must focus on three areas “Content”, “Humans” and “Process” to be fully successful. And on the Coordinated Management of Meaning theory of Cronen and Pearce saying that meaning must be coordinated on several contexts layers. First part of the analysis uncovers the present methodology and lists the 10 steps. It also states that it is produced by and for IT-specialists. The second part of the analysis deals with the pros and cons and starts by stating that the extent of the change is transformative which, according to Anderson and Anderson, calls for key focus on the human perspective. The second part of the analysis discovers the parts of the present methodology which is particularly good, and it also discovers some parts which could make the methodology more useful for managers in production. The last part of the analysis I introduce a new mind map based methodology which I have named Argued Process Reflection (APR-model). The APR is designed for guiding managers through the key reflection points for making an effective implementation of RPA in their organization.
|Educations||Master of Public Administration, (Executive Master Programme) Final Thesis|
|Number of pages||52|
|Supervisors||Tina Blegind Jensen|