Rajshree Behera

Lead the PMO function for a global pharmaceutical client at EY, developing and enforcing project management processes, governance standards, and quality frameworks across a complex multi-vendor programme. Established PMO governance from initiation — scoped, built RACI, designed templates, onboarded vendors, and stood up full project infrastructure — delivering 100% on-time execution with zero audit findings. Standardised project management methodologies across 4 workstreams — drove tool adoption and process compliance, improving team accountability by 30% against quality standards. Managed RAID log end-to-end — identified 15+ risks, resolved blockers within SLAs, and escalated with solutions — reducing delivery disruptions by 25% across distributed teams. Chaired Change Control Board (CCB) and Steering Committee meetings — governed change requests end-to-end, assessed impact on scope, timeline, and budget, and drove cross-functional alignment on change decisions. Applied Lean Six Sigma principles to streamline delivery workflows — identified process waste, standardised quality checkpoints across workstreams, and embedded continuous improvement practices into the programme lifecycle. Drove adoption of Smartsheet and SharePoint as single source of truth — replaced 3 fragmented workflows, enabling real-time milestone tracking and cutting reporting prep time by 40%. Delivered weekly status reports and performance dashboards to senior stakeholders — reduced escalation response time by 20% and maintained governance alignment across all delivery phases.

Supported PMO operations across a large-scale portfolio of procurement, analytics, and vendor programmes — coordinating project delivery teams, enforcing governance standards, and ensuring adherence to timelines, budgets, and scope. Managed Jira workflows, project boards, and reporting dashboards — tracking project performance metrics, monitoring delivery against scope and timelines, and generating status reports for senior management. Coordinated cross-functional project delivery teams across procurement and vendor workstreams, ensuring adherence to project management standards, quality requirements, and budget constraints. Identified recurring project issues and implemented process improvements and best practices — integrating lessons learned into project workflows and improving delivery predictability organisation-wide. Maintained proactive stakeholder communication, delivering regular status updates, escalating risks with mitigation strategies, and managing expectations across multiple concurrent projects.

Led PMO delivery across a concurrent portfolio of SaaS programmes including Spanning (cloud-native backup solution) — owning end-to-end project lifecycle management, governance, and cross-functional coordination across engineering, sales, and enablement teams. Scoped and delivered LinkedIn Sales Navigator x Salesforce integration end-to-end — built project plan, managed ₹4.2Cr budget and timelines, governed risks and dependencies across cross-functional teams — contributing to 20% MoM revenue growth. Managed PMO governance across 3 concurrent SaaS and GTM workstreams — maintained RAID logs, conducted weekly delivery reviews, tracked budgets, and escalated blockers with strategic solutions — ensuring 100% scope adherence across the portfolio. Applied Lean Six Sigma principles to identify and eliminate process waste — standardised project templates, workflows, and delivery cadences across teams, reducing ad hoc working and cutting delivery cycle time by 10%. Drove a structured change management programme — coached team members on PM methodologies, embedded lessons learned into delivery workflows, and improved sprint predictability by fostering a culture of continuous improvement. Built and managed a multi-level stakeholder engagement framework — conducted fortnightly steering reviews, maintained a stakeholder communication matrix, and proactively managed expectations across engineering, sales, and leadership teams. Generated weekly programme health dashboards and performance reports for senior leadership — tracked delivery KPIs, flagged risks with mitigation recommendations, and enabled data-driven decision-making across the portfolio.

Established and led PMO delivery for a fast-scaling mobility startup — owning the full project lifecycle from initiation and planning through execution, monitoring, and closure across concurrent engineering and GTM programmes. Built PMO infrastructure from zero in a startup environment — defined project charters, developed delivery roadmaps, established governance frameworks, and created a repeatable project management methodology adopted across all teams. Managed project delivery teams across concurrent GTM and product workstreams — tracked progress against scope, budget, and timelines, maintained RAID logs, and resolved issues proactively to ensure on-time delivery. Identified areas for process improvement and implemented best practices and standardised templates — fostering a culture of continuous improvement that improved delivery predictability and reduced rework. Collaborated with stakeholders to define project requirements, manage expectations, and provide regular status updates — ensuring all projects complied with organisational governance and quality standards.

Led end-to-end PMO delivery of a city-wide operational expansion programme — built the project plan, coordinated cross-functional teams across operations, sales, and training, and drove execution from initiation to closure within scope, timeline, and budget. Developed and rolled out standardised project management processes, escalation frameworks, and documentation templates across the Skill Center — strengthening governance compliance, reducing delivery risk, and improving reporting accuracy. Tracked programme performance metrics and produced regular leadership reports with actionable insights and recommendations — enabling data-driven strategic adjustments that improved operational efficiency across the centre.

Led Agile PMO delivery of LMS v2 platform release serving 2000+ users — managed project timelines, facilitated Scrum ceremonies, tracked delivery metrics via burndown charts and defect leakage reporting — improving team velocity by 20% and reducing support tickets by 28%. Developed and enforced project management processes and quality standards across the programme — integrating best practices and lessons learned into delivery workflows and improving release predictability across sprints. Managed stakeholder engagement across engineering, product, and business teams — provided regular status updates, escalated risks with mitigation strategies, and ensured all projects complied with governance and scope requirements.

Certified Scrum Master (CSM)

Scrum Alliance