Karen Perry is a PMP certified project manager with over 7 years of experience managing IT projects for Fortune 500 companies. She has successfully executed process improvement and application development projects. Currently, she is a senior project manager at CSC where she manages medium to large projects with teams of 15+ members. She is versatile and capable of handling multiple complex assignments.

1. Karen Perry, PMP
(410) 991-8938
karen@karenperry.org
www.linkedin.com/in/karenhperry/
CAREER SUMMARY
PMI Certified Project Management Professional with 7 1/2 years’ experience managing
corporate critical IT projects for a large fortune 500 IT service provider. Experienced in
successfully executing process improvement and application development projects. Versatile
project manager that is highly capable of taking on multiple complex project assignments.
CERTIFICATIONS
PMI Certified Project Management Professional (Oct 2012 – PMP® Number 1540551)
PROFESSIONAL EXPERIENCE
Computer Sciences Corporation (CSC) [07 – 14]
CSC is a leading Fortune 500 global consulting, systems integration and outsourcing company.
Positions: Senior Professional Project Manager [11 – 14]
Managed medium to large sized projects with teams of 15+ members. Responsibilities for all
projects include detailed planning, execution, monitoring, control and closure of projects.
Managed multi-national and diverse teams located all over the globe including the US, UK, India
and Australia.
Client: CSC Global Infrastructure Services (GIS) Program and Project Management [12 – 14]
Cycle time reduction for short notice resource request
 Managed the deployment of a Global Fulfillment Coordinator Team, responsible for investigating
and addressing aged data in the Resource Management tool used by CSC
 Developed kickoff material, training package, and a detailed tracking workbook to be used by the
Fulfillment Coordinators to track open overdue billable resource request as well as future request
that are billable
 Developed deployment strategy for releasing the improved end-to-end sourcing process to
improve cycle time for short notice resource request. This improved process will be deployed to
each GIS account, enabling accounts to staff and be ready to begin execution of client-requested
projects within 2 weeks of the request
Six Sigma initiative to improve cycle time for resource request
 Managed an initiative that analyzed the current procedure for Resource Management and then
identified the recommended areas of improvement
 Four key work-streams were involved in this effort, each with its own Microsoft project plan, with
one additional plan to pilot to an account. There was a total of 15 resources
Client: CSC GESM Tool and Automation [11 – 12]
Development and deployment of Ticket Log and Track
 Managed the development project for Consona Ticket Log and Track (TLT) release 1.0 and 1.1.
Ticket Log and track is a tool developed in the Consona product with an interface To Remedy,
designed to allow consumers to log and track their own incidents online without the need to call or
email the Service Desk
Tool and Automation – Deployment of CHAT services
 Managed the deployment of the self-service tool, CHAT, which is a web Chat service that allows
customers to raise IT support incidents with the CSC Service Desk via chat versus by telephone
and realized a significant cost / service improvement
Position: Project Manager

2. Karen Perry, PMP Page 2 (410) 991-8938
Managed medium to large projects with teams between 5-10 members. [09 –11]
Client: General Dynamics Land Systems [10 – 11]
Deployment of the following tools: Remote Compute Configuration Management (RCCM) and
Self-Monitoring, Analysis and Reporting Technology (SMART)
 Project Manager responsible for deployment of RCCM tool, which is based on the following IBM
Tivoli products: TPM (Tivoli Provisioning Manager), TADDM (Tivoli Application Discovery &
Dependency Mapping), and TLCM (Tivoli License Compliance Manager)
 Project Manager responsible for deployment of SMARTs tool, which monitors the reliability of
hard drives and predict drive failures
Client: Estee Lauder SMARTS and RCCM deployment [09 – 10]
 Project Manager responsible for implementation of SMARTS and RCCM (TADDM and TLCM)
deployment
Position: Project Leader [07 – 09]
Managed small to medium projects with guidance from a Senior Project Manager
Client: Exelon Remedy deployment [08 – 09]
 Project Leader in charge of deployment of Remedy for the Exelon Service Desk
 Served as central point of contact for all deployment issues
 Conducted regular status calls with clients and maintained all meeting minutes
 Conducted and facilitated User Acceptance Testing
 Managed and coordinated Remedy training for the client
Client: Various clients including Pfizer, American Red Cross and United Launch Alliance [07 – 08]
 Supported a wide variety of projects for several different clients by providing support to the
Project Management Office
EDUCATION
Bachelor of Arts, Psychology University of Maryland Baltimore County [May 06]
SKILLS
Excellent communication skills both verbal and written; certified Project Management Professional;
proficient in Microsoft Project, Word, Excel, and PowerPoint; ability to handle complex and difficult
assignments; internal/external customer focus; strong Risk/Issue Management; Effective professional
ethics management
VOLUNTEER EXPERIENCE
Volunteer Project Manager for fundraising event for Windwood Farms, a residential program and living
facility for boys who have had a history of abuse and neglect