Department is responsible for all phases of site design based on project requests from inter-departmental sources within MCI's Operations groups. Internal client-base consists of call center management teams from more than ten call centers, as well as associated operations groups responsible for all aspects of call center technologies (call routing, customer data organization, and MIS applications).
Responsible for the creation of an application used for managing the relationship between marketing and call-routing data and functionality. Project had been given up on by previous developers due to the level of complexity involved. Effectively ended an indefinite development cycle that had left the project unfinished for over two years.
Assisted with training three junior developers in the PHP web scripting language and in the benefits of code modularity to isolate general points of failure. This training provided targetted experience with proprietary systems specific to the development shop.
Provided consistent feedback on existing barriers to project implementation. This has resulted in the removal of extraneous personel from the development process, allowing faster delivery. Primary value was realized in decreasing development time in a single project from eight months down to only three.
Maintained 200+ workstations for customer service representatives in a call center. Performed LAN administration using NT4 servers over TCP/IP. Fixed or rebuilt workstations as they experienced issues in order to minimize downtime.
Participated in daily conference calls and meetings with local management and the Operations groups of sibling call centers. Periodic, scheduled calls were used to ensure standardization of systems as well as support and reporting processes. Conference calls were held as needed to address specific issues such as loss of connectivity to datacenters, emergency system upgrades, and virus exposures.
Frequently rebuilt workstations in groups of 25-30 to prepare classrooms for new hire training. As many as four classrooms were simultaneously maintained in this fashion, preventing delays in training.
Coordinated a team of four remote developers responsible for producing internal websites used by company Training, Quality Assurance, and call center Third-Party Verification services. Assigned projects and tasks based on developer skillsets and project prioritization levels dictated by a Steering Committee responsible for assignment and prioritization of future projects for the department.
Generated monthly and quarterly reports that illustrated ROI and operational impact to high-level audiences, including senior managers, directors,and VPs. Analyzed and represented time-based statistics via a Flash-based graphics medium embedded in existing PowerPoint presentations to emphasize areas of focus dictated by management. These reports and presentations resulted in an increased number of project requests due to the observed impact of sophisticated digital media and the departments skill at producing it.
Mentored team in areas of client/customer interaction and communication skills, empowering staff to work with less supervision. The resulting time savings allowed management to focus on acquisition of new projects, and allowed myself to spend more time on individual skillset improvement within the team.
Introduced Macromedia Flash as a standared development tool to the department, capable of facilitating sophisticated graphical user interfaces (GUI's) for less intuitive legacy systems. Personally responsible for training all other staff on it's usage and capabilities. Use of this graphics medium has since been consistent in every project where presentation is critical, such as several projects for "The Neighborhood", MCI's current flagship consumer product plan.
Responsible for the hiring of two of the Intranet Application Services department's primary graphic artists, one of which now handles both the web development and graphics for most of the department's high priority / high visibility projects.
Managed an on-site team consisting of a LAN Administrator and two Workstation Specialists in the daily operation of a call center network. Responsibilities included administration, maintenance, and support of more than ten mission-critical servers and over 500 workstations used rotationaly by approximately 1000 customer service representatives and supporting staff.
Daily responsibilities included maintaining consistent communication of network status and pending issue resolution with the call center Operations Managers, customer service supervisors, QA department, and Training department.
Frequently generated reports for all levels of call center managment detailing trended statistics on network issues and frequency of individual workstation downtime. This aided in evaluating employee performance by indicating cases where workstation downtime was directly and consciuously caused by users trying to avoid their duties.
Maintained 24hr vigilance over local center network from several days prior to Y2K thru several days after the event in order to provide rapid response to any resulting issues. Hourly reports were made during this time period and no system downtime was experienced.
Hired and trained two workstation specialists. Employee development has resulted in both workstation specialists as well as the LAN administrator advancing to more technical positions within the company: two to remote server maintenance positions responsible for all call center servers (significantly reducing the need for local support personnel) and one to call center National Support Services, which provides first level support for all call centers.
Developed multiple applications now integrated into the day-to-day operation of the company while providing desktop support for employee workstations.
Created an inventory application for tracking on-hand merchandise, products in for repair, and items that have already been shipped. The application is accessed online by employees to determine availability of used merchandise.
Replaced existing paper-based call records with a web-based application that allows multiple sources to input contact information. Contact records can be assigned to specific agents and will inform agents when contacts have been accessed by other agents. This system provides documentation that can be used to pinpoint unscrupulous usage of contact records.
Developed catalog / shopping cart web software that interfaces with vendor EDI systems to automate importing products. System uses the same contact database (see above) to organize customer records, thus avoiding duplication of information. System allows for multiple discount groups to be set up for better pricing. Pricing on all items can be adjusted by specifying a markup percentage that gets applied to the cost of each item.