DOJ Financial Analysis Automation

Performing a financial analysis was a long and involving process. It requires 8 processes to gather the data needed for the analysis. This required the team of stakeholders to spend 2-4 days to gather the data and an additional 2 days for the analysis. The team performed the processes once per month, so they were averaging 60 days per year per performing the processes. 

This took time away from analysts to do their regular jobs and required stakeholders to wait for important financial information. The DOJ needed to reduce this time and streamline the processes involved to something more manageable.

Since there were 8 processes, we focused on one process at a time. We started with the low-hanging fruit. This allowed us to quickly see the type of work involved and helped streamline development. 

Next, we performed a deep dive into each process to understand how each process works, see the steps involved, and understand how they work together. The goal was to understand the input and output of every process.

Using tools already available to the DOJ, we developed an RPA (Robotic Process Automation) solution that automated the 8 processes into one package. The solution allows users to run any of the processes independently while maintaining their connectivity. This application development process followed our standard product development lifecycle for each of the 8 processes. 

Since this was a DOJ project, security was high, and we were limited in our choices of tools. This required a few workarounds such as different logic and approaches. Our solution not only solved the problem, but it also met the security goals of the DOJ.

This project required less training because the users didn’t have to perform step-by-step processes as they did with their older system. The new RPA tool does that work. Now, users simply choose the process they want to run. Everything happens behind the scenes, so they don’t have to be involved with the individual steps. We simply trained the primary users who then trained their teams. It was simpler than the processes they were used to. 

Due to the nature of the processes, each process could be run independently. This allowed us to implement the RPA solution in stages. The first stage included 4 processes. The second stage included 6 processes, and the final stage included all 8 processes.  

Once the project was complete, some of the DOJ’s processes changed. This required updates to the new system. We made the needed changes and pushed it to them for testing. Once they were satisfied with the updates, and the teams were informed of the update plan, we pushed the update to the live system. 

Due to the nature of the processes, each process could be run independently. This allowed us to implement the RPA solution in stages. The first stage included 4 processes. The second stage included 6 processes, and the final stage included all 8 processes.  

Once the project was complete, some of the DOJ’s processes changed. This required updates to the new system. We made the needed changes and pushed it to them for testing. Once they were satisfied with the updates, and the teams were informed of the update plan, we pushed the update to the live system. 

The DOJ is happy with the results. Before their new system, analysts spend 4-6 days running the processes and analyzing the results. Now, using the RPA solution, the entire process takes around 10 minutes. 

The DOJ still runs the process once a month, but now they spend 10 minutes rather than a week. Their time has gone from an average of 60 days per year to just 2 hours per year. The DOJ’s new system provides a savings of 478 hours per year.