Rajalakshmy Madhukumar

• Monitored contracts and service level agreements to identify potential risks and implement mitigation actions to protect development process from unforeseen delays and costs.
• Oversaw large portfolio of projects to support teams, report progress, and influence positive outcomes for key stakeholders.
• Directed changes to project scope and cost and implemented appropriate change management processes to keep project on track.
• Partnered with project team members to identify and quickly address problems.
• Communicated project plans and progress to key stakeholders and project contributors.
• Maintained schedules to meet key milestones at every project phase.
• Developed and maintained relationships with key stakeholders to meet objectives and boost rapport.

• As per Leadership’s suggestion, accepted additional responsibility as Demand Manager for APAC, GCR and India
• Coordinated cross-functional research activities to reconcile significant variances and refine forecast models.
• Increased visibility and accountability into key forecast accuracy metrics by identifying sources of error and developing mitigation plans.
• Leading the demands with Business stake holders and cross functional technology teams to expedite the processes so that Business can meet their timelines
• Worked closely with Stake holders and Technology cross functional teams to present the concept to Demand Portfolio team and then to Demand Executive team for any Capex if necessary, as part of approval process.

• South Africa Upgrade Project: Chosen to handle additional responsibility as Project Manager for South Africa implementation for Enterprise Systems
• Developed key project plans and goals and worked collaboratively with cross-functional teams to achieve the deliverables within the timelines in an effective manner
• Represented as Project Manager for Enterprise systems and acted as the point person for the leadership.
• Met project deadlines without sacrificing build quality or workplace safety.
• Developed and initiated projects, managed costs, and monitored performance.
• Achieved project deadlines by coordinating with contractors to manage performance.
• Identified plans and resources required to meet project goals and objectives.
• Negotiated and managed third-party contracts related to project deliverables.
• Developed and implemented strategic project plans to meet business objectives.

• Management of final transition of people, processes, data and systems from the current “Legacy” systems to Oracle EBS
• It is practiced at least once during a SIT and/or UAT cycle prior to being executed during Production Cutover
• Team provides a centralized coordination point for expedient tracking, research, facilitation, resolution and communication of all Cutover related inquires that could not be answered by established channels
• Trigger and monitor status on the execution of cutover tasks and manage and escalate issues related to the execution of cutover tasks
• Lead the cutover for AMER1 (SIT, UAT and PROD), GCR (Early Config), APAC1 (SIT, UAT and PROD), AMER2 (SIT, UAT and PROD), APAC2(SIT, UAT and PROD), GCR2 (UAT, PROD), APAC3 (SIT, UAT and PROD), AMER3,4 (SIT, UAT and PROD) and APAC4 (SIT) cutovers and got appreciation from leadership for AMER2, APAC and GCR conversion completing ahead the plan
• Worked very closely with the team tasks are triggered making sure the team is available to execute the task if triggered late
• Worked closely with the leadership and team to ensure implementations are Smooth and Go Live timely
• Periodically reviewed the project plans with the Leads and made sure the Leadership and track leads are aligned on the project plans and dates
• Scrum Master: OTC Scrum Master from 2019 onwards
• Working closely with the OTC team in streamlining the processes
• Introduced Sprint board to the team for better visibility to the leadership on team’s workload
• Managing resource planning and helping the Upline by working on SOW for contractors
• Proactively working on the Capex budget for contractors by coordinating with GBS and Business stake holders
• Conducting internal trainings and maintaining skill matrix of team members and driving scrum ceremonies.
• Worked well in a team setting, providing support and guidance.
• Demonstrated respect, friendliness and willingness to help wherever needed.
• Applied effective time management techniques to meet tight deadlines.
• Demonstrated leadership skills in managing projects from concept to completion.
• Managed time efficiently in order to complete all tasks within deadlines.
• Used critical thinking to break down problems, evaluate solutions and make decisions.

Software Development for Oracle eBusiness Suite 12i based on Change Requests from various countries to suite their business needs.

Amway went live in July 2009 with 3 countries (Australia, New Zealand and South Africa) and planning to go live with other countries in the near future. Successfully went live with 8 European countries. Involved in Europe Implementation projects as a part of Conversions team. Currently involved in Informatica report development and helping the management for resource plan.

• Collaborated with project managers to select ambitious, but realistic coding milestones on pre-release software project development.
• Collaborated on stages of systems development lifecycle from requirement gathering to production releases.
• Revised, modularized and updated old code bases to modern development standards, reducing operating costs, and improving functionality.
• Participated in software field testing to verify performance of developed projects.

• For Oracle eBusiness Suite 12i based on Change Requests from various countries to suite their business needs
• Amway went live in July 2009 with 3 countries (Australia, New Zealand and South Africa) and planning to go live with other countries in the near future
• Successfully went live with 8 European countries
• Involved in Europe Implementation projects as a part of Conversions team
• Currently involved in Informatica report development and helping the management for resource plan., for Oracle eBusiness Suite 11i based on Change Requests from various countries to suite their business needs
• TESCO has operations in UK, Central Europe (Hungary, Czech Republic, Slovakia and Poland), Asia (China, Thailand and Malaysia) and in United States of America
• TESCO has implemented the Oracle eBusiness Suite 11i on an instance called Core Design.

• Implemented scripts to enhance user experience.
• Prepared detailed reports on updates to project specifications, progress, identified conflicts, and team activities.