Reginald Perry Email & Phone Number

Virginia, United States

Vienna, Va, Us

Vienna, Va, Us

Currently assisting a client in aligning their human capital initiatives with strategic business objectives for an agency within the Public Sector. Responsible for building and maintaining client relationships, project management, client satisfaction, and managing a team of consultants.

Reston, Va, Us

Lead OCM consultant responsible for implementing strategic Change Management and Communication approaches for a large IT integration and services company. Developed a stakeholder analysis to identify the key impacts, training and communications approach for senior executives responsible for project implementation. Coordinated communication forums to reach over 15,000 employees in 3 continents as part of a global systems integration plan.

Reston, Virginia, Us

Reginald provided programmatic and operational Change Management support for the Workday Human Capital Management (HCM) implementation. He developed and implemented Change Management strategies in collaboration with Business Group Managers, HR Leadership, and the HCM project team. He also led the development and execution of a Change Management network, stakeholder analysis, and business impact analysis.

Gb

Mr. Perry was the project manager overseeing the development of three e-Learning courses regarding information security for a large commercial airline corporation. He was responsible for managing the project schedule, creating status reports and monitoring identified risks. Mr. Perry lead a team of developers to ensure client specifications and requirements were satisfied. Mr. Perry maintained constant communication with senior executives, IT managers, and various stakeholders to ensure the project remains on schedule and on budget. Mr. Perry was member of a Project Management Office (PMO) responsible for implementing an enterprise wide financial management system. He was responsible for developing and implementing fundamental process improvement techniques to improve efficiencies within the PMO. He conducted a gap analysis of the current processes and based on the results, provided seven recommendations for improvement to the client. Mr. Perry worked with fellow PMO members to implement all seven recommendations. He developed an Action Item Tracker and a bi-weekly status report template. Both artifacts were used as tools that increased project coordination and communications while driving the completion of project activities. Mr. Perry was the project manager on an engagement which defined and implemented the security authorization process model for a large utility client's IT systems. He developed and managed the project plan for implementing the new security authorization process. Mr. Perry's project management skills were used to manage resources, lead work streams, and monitor stakeholder engagement activities. Mr. Perry used his change management expertise to assist with the development of a change management plan for the agency to deploy their new security process model. In addition, he documented the process to the lowest level activities and ensured the process met the guidelines outlined by FISMA and NIST.

Mclean, Va, Us

Supported a Government Agency where he regularly facilitated the response to tasks assigned to a division, leading the client staff to ensure the division’s best response. Here he leveraged his performance management skills to develop and implement changes in the processes of the division's Executive Secretariat Staff and gained the support necessary to implement these changes from his teammates, clients, and competitors. These changes improved the division’s on-time performance for externally assigned tasks from 50% to 90% while reducing the labor required to complete responses by 25%. He also initiated and led the division's effort to build a basic human capital management plan; enabling them to baseline their organizational structure for the first time in more than two years and instituted processes for maintaining up-to-date human capital records. In addition to ad hoc requirements from the division's Director, Mr. Perry also maintained the division's SharePoint site used for tasks tracking and knowledge management. Mr. Perry participated in a Government Agency Workload Management Project (WMP) where he managed one staff member through a fast-paced market research effort, balancing demonstrations, team and client updates effectively. On the WMP he led a portion of the vendor market research, evaluating system capabilities against client needs. Mr. Perry effectively facilitated data gathering interviews and Webinars for the WMP keeping them informative and on topic. In addition, he authored major sections of the WMP’s status and deliverable decks. He also participated in the team’s process reengineering work, analyzing Executive Secretariat's activities and identifying opportunities for significant improvement.

Woodbridge, Va, Us

Assisted with the development and update of the Standard Operating Procedure (SOP) Guidebook for analyst to follow. Mr. Perry developed process templates for each phases of the acquisition life-cycle. He created a database of all acquisition pilots, prototypes, and Advanced Concept Technology Demonstrations (ACTD). He assisted the Government Program Managers with the development of Statement of Objectives (SOO) for contract re-compete. He reviewed and advised the Acquisition Plan and the Source Selection Plan for a performance-based IT services contract. He also analyzed Request for Information (RFI) submitted by potential IT services contract providers.Mr. Perry worked with an integrated product team, comprised of Government managers and technical liaisons to transform the IT support contract at a Government Agency to a Performance Based contract. Here he performed a business area review of the IT Directorate and developed Performance Work Statements (PWS). He conducted a requirements analysis for each task in order to determine what tasks must be performed to accomplish desired outcomes. He developed performance standards and Acceptable Quality Levels (AQL). He identified contract monitoring methods to determine whether or not identified performance standards and AQLs have been met. He also identified incentives and disincentives to provide the contractor with rewards for exceeding performance expectations or penalties for failure to meet AQLs. The effort resulted in a savings of 30% in cost over the previous period of performance and an overall increase in contractor performance.