Ramya Ramachandran is an accomplished Oracle ERP Technical Development Manager with over 15 years of experience in transforming enterprise systems, specializing in Oracle ERP implementation, upgrades, and system integrations. Her expertise spans various Oracle ERP modules and integration technologies, with a proven record of driving innovative solutions, improving process efficiencies, and managing cross-functional teams. At Deloitte Consulting, Ramya has led numerous large-scale ERP projects, integrating legacy systems, establishing coding standards, and implementing strategic technology reuse—all with a focus on aligning technical solutions with business goals. Holding advanced certifications in Oracle applications, she combines her technical acumen with a strong understanding of software development methodologies and project management.
Ramya’s extensive skill set includes Oracle EBS, SOA, and OIC, and she has a robust understanding of both on-premises and cloud ERP systems. In addition to her ERP expertise, Ramya has received multiple awards for successful project implementations, making her an asset to any organization looking to modernize and optimize its IT systems.
Q 1: How did you begin your career in Oracle ERP, and what inspired you to pursue this path?
A: My journey in Oracle ERP began after completing my master’s in computer applications. I initially worked on custom ERP solutions, and that experience introduced me to the complexities and the impact that robust ERP systems have on an organization’s success. Oracle ERP, in particular, fascinated me because of its scalability, flexibility, and the breadth of its capabilities. Over time, I was drawn to the challenge of optimizing these systems and aligning them with strategic goals. What drives me is the opportunity to bring structure and efficiency to complex business processes, which ultimately leads to a more productive and streamlined organization.
Q 2: Can you describe a significant ERP implementation project you led, and how you ensured its success?
A: One of the most impactful projects I led was implementing Oracle EBS (BST3.0) for major business entities, which involved transitioning various legacy systems into a centralized ERP system and upgrading to R12.2.4. This project required extensive coordination with business units, and I prioritized clear communication and detailed planning. We established coding standards, set up reusable code libraries, and leveraged agile practices to ensure high-quality deliverables. By thoroughly testing each phase, maintaining open lines with stakeholders, and adapting our approach based on real-time feedback, we were able to deliver a seamless integration with minimal downtime.
Q 3: How do you manage the complexities of leading a large technical team across different geographies?
A: Managing geographically dispersed teams demands effective communication, a clear alignment of goals, and an adaptable leadership style. I believe in fostering a collaborative environment by encouraging team members to share insights and by establishing clear expectations for every role. Regular check-ins, both as a group and one-on-one, help me stay connected with each team member’s progress and challenges. For instance, during a major Go-Live project, we had members from different locations, and I used time zone-sensitive scheduling, leveraged project tracking tools like Jira, and ensured regular updates to keep everyone aligned.
Q 4: What are some strategies you have used to streamline Oracle ERP processes?
A: Streamlining ERP processes involves analyzing workflows, identifying inefficiencies, and implementing standardized procedures. For example, during a B2C e-commerce integration project, I focused on automating data sync processes, such as inventory and shipping statuses, between Oracle Applications and the e-commerce portal. We also implemented CMDB in ServiceNow and set up SOPs for IT operations covering support, rollouts, and patching. These actions not only improved efficiency but also enhanced visibility across systems, making it easier for teams to monitor and maintain the ERP environment.
Q 5: How do you handle challenges related to Oracle ERP integrations with third-party systems?
A: Oracle ERP integrations with third-party systems are often complex and require careful planning and expertise in SOA and web services. My approach involves using Oracle Integration Cloud (OIC) for seamless data exchanges and ensuring data consistency across systems. For instance, at Deloitte, we handled integrations with Salesforce, Windchill, and other custom applications, using OIC adapters and connectors. Before going live, I conduct rigorous testing and validation with both internal stakeholders and external vendors, which minimizes compatibility issues and ensures that integrations meet the business’s needs.
Q 6: With your experience in both on-premises and cloud ERP, what do you see as the primary benefits and challenges of moving to Oracle Cloud ERP?
A: Oracle Cloud ERP offers several benefits, including scalability, reduced infrastructure costs, and a more flexible upgrade cycle. However, the transition brings challenges, especially in areas of data security, compliance, and integration with existing on-premises applications. In projects where we’ve migrated Oracle ERP components to the cloud, I focused on streamlining procure-to-pay processes and ensuring that data flows securely between on-premises and cloud systems. This required careful planning, extensive stakeholder engagement, and leveraging OIC for a smooth transition.
Q 7: What role does automation play in your project management approach?
A: Automation is crucial to streamlining project management, especially for repetitive tasks. It allows my team to focus on more strategic activities. For example, during the R12.2.10 upgrade project, we automated application deployment and testing processes using tools like Flexdeploy and ServiceNow. This improved efficiency and reduced potential errors, ensuring that each upgrade adhered to our standards. Automation also helped us generate real-time IT operational metrics, enabling more effective decision-making and resource allocation.
Q 8: What are some of the key skills you believe are essential for someone in a technical leadership role within ERP development?
A: Technical leadership in ERP development requires a blend of technical expertise, strategic thinking, and soft skills. In-depth knowledge of ERP modules, integration capabilities, and software development lifecycle (SDLC) is essential, along with agile and DevOps principles. Additionally, being an effective communicator and problem-solver is vital for collaborating with diverse teams and resolving complex issues. Strong stakeholder management, the ability to analyze business processes, and a focus on quality assurance are also critical. These skills have allowed me to lead successful implementations and adapt to evolving project requirements seamlessly.
Q 9: Can you share some insights into your approach to risk management in large-scale ERP projects?
A: Risk management begins with identifying potential challenges during the initial planning phase. In large-scale ERP projects, risks can range from technical incompatibilities to resource limitations and timeline constraints. My approach includes thorough risk assessments, establishing contingency plans, and frequent monitoring. For instance, during the cutover for an Oracle conversion project, I ensured that backup systems were in place, and we had a clear rollback strategy in case of issues. We also conducted simulation exercises, which prepared the team to respond quickly and minimize disruptions to business operations.
Q 10: How do you stay current with Oracle ERP advancements and ensure your team is continuously improving?
A: Staying updated in a rapidly evolving field like ERP is essential. I dedicate time to reading Oracle’s latest updates, attending webinars, and participating in professional forums. For my team, I encourage a culture of continuous learning by organizing skill-building sessions and sharing insights from industry developments. During our projects, I assign team members to research and experiment with new features relevant to our work. This not only improves our immediate project outcomes but also enhances our overall expertise, ensuring that we can provide the most advanced solutions to our clients.
About Ramya Ramachandran
Ramya Ramachandran is a dynamic Oracle ERP Technical Development Manager with a unique blend of technical expertise and leadership abilities. Her deep knowledge of Oracle EBS, SOA, and OIC, along with a solid foundation in project management, has led her to successfully implement, upgrade, and optimize ERP systems across various industries. Her experience at Deloitte Consulting has included enhancing system efficiency, establishing coding standards, and driving cross-functional teams toward high-quality deliverables.
Holding a Master’s in Computer Applications, Ramya’s technical prowess is complemented by her commitment to continuous improvement and her passion for aligning technology with business objectives. Throughout her career, she has managed diverse teams across geographical locations, prioritizing seamless communication and team empowerment. Her drive to innovate and adapt ERP solutions to meet evolving business needs makes her a valuable asset to any forward-thinking organization seeking to maximize system efficiency and user experience.
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