Gain a comprehensive business and governance overview of an automation opportunity. The details section captures labor assumptions, forecasted and realized benefits, costs, and execution timelines to quantify ROI over time.

Additionally, the details section documents process complexity, strategic alignment, and non-financial benefits to support prioritization and decision-making. Historical configuration changes and benefit trends are tracked to ensure auditability and transparency. Overall, the tab connects business intent with financial outcomes, both before and after automation deployment.

Stage

This section allows you to see the current lifecycle phase of your automation, whether it is in idea, pipeline, build, or deployed status. It helps you track both automation maturity and governance status.

Labor costs

The fields in this section define how savings are calculated. Labor costs are derived from the information provided in the opportunity intake form.

Measurement
How is the process measured?

Specifies the unit used to quantify process workload. Users can choose to measure by the number of times the process is performed (each execution) or by the number of records processed (each transaction or data record handled in a single run). This selection determines how volumes are calculated and directly impacts the forecasted effort, hours saved, and cost savings associated with the automation.

Volume and effort
  • # Runs per person per month: Average number of times each person executes the process monthly.
  • # People performing this process: Number of employees involved in executing the process.
  • # Hours spent per person per run: Average time required by one person to complete one run.
Cost assumptions
  • % tasks that can be automated: Estimated portion of the process that automation can replace.
  • Average hourly pay: Fully loaded hourly cost of the employee performing the task. This is measured in dollars.
Metadata
  • Submitted on: Date when the opportunity was created. Helps in audit and tracking. This is an editable field as the opportunity can be submitted long ago but inputted to CoE Manager at a later date.
  • Implemented on: Date when the automation went live. Used to determine realization period. It is automatically captured when the opportunity moves from build to deployed stage. This field remains editable as in some instances you might have automations running from a long time but are submitted to CoE Manager recently and hence the requirement to change the implementation date to an older date when the automation went live.
  • Source: Origin of the automation idea. Helps with reporting and intake analysis.
Attachments
  • Intake attachment: Initial intake or request documentation that comes from the opportunity intake form.
  • Business case attachment: Supporting financial or approval documents relevant to the opportunity.
  • PDD attachment: If the opportunity request comes from Descoberta de processos or Autopilot.
More details
  • Net impact: Indicates the overall financial result of an automation initiative, reflecting whether it generates a saving or incurs a cost after accounting for all automated and manual process components. In complex processes, some parts can generate savings (fully automated paths), while others incur costs (when human intervention is needed or automation runs without providing value). For example, if an automation resolves and closes an IT ticket automatically, the net impact is saving. However, if automation cannot resolve the issue and requires human intervention, both the automation activity and the human effort are considered costs. When evaluating the entire process, the net impact is calculated as total savings minus total costs, providing a consolidated financial outcome.

    Net impact value can be defined or edited only during the idea stage, when the business intent of the automation is initially captured. Once it progresses beyond the idea stage, the net impact becomes read-only to preserve financial assumptions and ensure auditability across the automation lifecycle.

  • Automation type: You can classify automation into four types.
    • Task automation
    • API automation
    • WLM automation
    • Document automation

    This classification helps you select the right development approach, estimate effort and complexity, and apply appropriate governance and best practices. It also enables meaningful reporting by showing how different automation types contribute to business outcomes, capacity utilization, and platform adoption. While automation type does not directly impact ROI calculations, it provides critical context for prioritization, resource planning, and operational oversight.

Strategic and complexity indications

Process complexity: Assesses the relative complexity score of the automation. It describes how suitable the opportunity is for automation. This helps in feasibility, effort estimation, prioritization, and risk analysis.

Table 1.
Field Value Description Why it matters
Rule-based process High Indicates the process follows clear, deterministic rules Higher rule-based nature, easier to automate
Process stability High Measures how frequently the process changes Stable processes reduce rework and maintenance
Process structure Medium Indicates how well-defined and standardized the process steps are Medium structure can require additional logic
External touchpoints Low Number of external systems, vendors, or human interactions involved Fewer touchpoints reduce failure risk
Accuracy of process documentation Medium Quality and completeness of existing process documentation Lower accuracy increases discovery and build time

Strategic alignment: Measures the degree to which the automation aligns with business priorities. These scores help organizations compare automations not only on cost savings, but also on factors such as risk reduction, revenue impact, customer experience, and operational agility. This ensures limited development capacity and licenses are allocated to automations that deliver the highest overall business value and align most closely with enterprise goals.

Field Value Description
Operational agility Low Impact on speed, flexibility, and operational responsiveness
Customer satisfaction None Impact on customer experience or service quality
Regulatory compliance None Whether automation helps meet regulatory requirements
Risk mitigation High Reduces operational, financial, or compliance risk
Revenue enablement High Supports revenue growth, upsell, or faster revenue realization

The calculation of benefits realized and additional costs is prorated daily, rather than being treated as annual totals. This increases accuracy and provides greater financial granularity. For opportunities not yet in the deployed stage, the value remains zero, excluding all additional costs and benefits.

When you add a cost or benefit, regardless of whether you select a monthly or yearly frequency, the system automatically converts the entered value into a daily amount and applies it incrementally to benefits realized or additional costs. Benefits are added and costs are subtracted based on this daily value. All calculations are aligned with your organization’s defined financial year, ensuring more accurate and consistent financial reporting across partial periods and fiscal boundaries.

Assign developer

You can assign developer to your automation when the opportunity is in the build stage. The developer gets notified when an automation is assigned to them.

Benefits realized (actual versus forecast)

Benefits realized is the actual benefit that is realized post production after the automation starts executing.

Field Description Calculation
Financial
Benefits realized Net savings achieved to date Actual savings, additional costs
Achieved % Progress towards forecasted benefits Realized, forecast
Time
Man hours saved Actual hours saved based on executions or transactions Execution or transaction data
#Executions or transactions Number of successful automation runs or successful transactions Automation logs

See Savings and man hours calculation.

Other financial metrics

Field Description Impact
Additional costs Costs associated with development, licenses, or maintenance Reduces realized benefits
Non-automation benefits Qualitative or indirect benefits (accuracy, compliance) Informational only
Missed benefits Expected savings not realized due to failures or downtime Informational using which corrective action can be taken

See Add non-automation benefits and additional costs.

Benefits realized over time

This chart compares forecasted benefits vs. actually realized benefits, broken down by month. The forecasted benefit is the expected monthly saving based on the business case and realized is the actual savings achieved from automation run. The x-axis displays the months and represents the benefit realization timeline after deployment. The y-axis displays the monetary value of benefits both positive and negative. Negative values indicate costs exceeding savings.

Configuration history

Shows every change made to the opportunity inputs, with details such as what changed, when it changed, and what values were active at that time. This is very helpful for auditing purposes.

Converted to process

This section shows the opportunities that were converted to a process type automation. You can export this list in excel or csv format by clicking the Settings icon in the Converted to Process table. You can also bulk edit these automations.