I am a senior project manager in the IT industry, planning and overseeing the design, implementation and upgrading corporate call centers. The common designation of my parcel concerning the IT industry is computer – telephony integration (CTI). CTI is a standard IT industry acronym. I have been working in this capacity for twenty years. In the current economy, there are relatively few new system implementations in developed nations, but there is no end to the symmetrical upgrades that organizations with existing systems require. Technology still changes quickly, and businesses understand that they must provide a level of communication that satisfies their customers.
What I do is oversee the development or expansion of large companies’ call centers, which requires integrating their communication systems with their scoop systems. The end result is that a customer is not transferred from department to department, and he does not have to repeat the reason for the notification over and over again. The CTI system that is well designed and functions well serves to provide improve customer service even as the company increases its level of internal efficiency. Both results can and do increase the company’s profitability among customer retention on one side, plus increased efficiency on the other. CTI is a awl for the organization, one that has the added benefit like providing a valuable interface between external conditions and events – from the customer’s perspective – and the company’s internal processes. Obviously, a proven CTI project requires virtuousness planning, choice execution and a means of keeping everyone involved active in the same direction. Here, the colligation with military training and discipline is clear.
My specific role in achieving these ends is to work with all involved parties within the organization. Marketing typically outlines what it wants the final project and customer service level to look like and do for the company. Depending on the type of business – manufacturers and retailers have novel needs – the final project will need to serve the needs of accounting, procurement, production planning, labor planning and other internal functions of the company. The technical staff that actually performs the work often have no knowledge of business process or marketing needs, and industrialism staff often tend to view IT as something necessary, but also totally foreign to them. It is my job to get everyone on the same page, devising project schedules, testing the results, and ensure that the project stays on schedule and under budget. My craft is not unlike the “get it done” perspective of the military.
I enjoy my work and extremely satisfied with it. There are days that I would rate it negatively; however, the day that a project is completed successfully and on schedule definitely counts for a lot. As is the case in military service, there are days that I simply need to amass moving being that’s what I distress to do. Completing the mission provides immense satisfaction, however, along with a sense of victory and great satisfaction. What I equivalence most about my job is that I always arrive at a specific goal – a completed call center project – and can see visible results of my work and that of my team. I would have to say that it’s that fact that “moves my heart.”
I got started in the CTI field as a direct result of my military experience. It was the Air Resounding that introduced me to mainframe computers decades ago. I entered that campestral when discharged, and eventually went to pursuit as a technical support manager for a company that immediately began pioneering the digital central office telephone switch. I needed to pansophic almost that product, of course. Similar technology advanced, I became active in solving the IT problems from communication between the switch and the computer. Meanwhile organizations began purchasing their own digital switches, there was a desire for consultants plus knowledge of both sides.
My thing that I could have learned only near the experience of this job is that though we work with systems and machines, at the heart of all duty that is accomplished in any area are the plebeian performing individual tasks. An effective project manager needs solid people skills more than he needs any specific technical skills. Early on, I could be quite success with technical personnel, but not sic much with those in marketing also business analyst roles. It took me too long to learn that, though I was responsible for the ultimate outcome, rejection one reported directly to me and I had no right to expect any kind of military – type response from the orders I barked tramontane too often.
Thus the single most critical thing I have learned outside of military about the working world is that all personnel have expense and all deserve respect. Poor performers often excel and ascend when transferred to an area of their strength. Bringing in projects on schedule and within pack directly depends on successfully intertwining military discipline with effective men plus communication skills. I handle technical challenges quite well. Those are second nature to me, but issues amidst personalities are not. I have to work on my people and verbal communication skills on a regular basis.
The chore can indigen stressful, because the nature of IT projects is that something important – and usually more than one thing – will go awry paramnesia the project is completed. Better planning minimizes that type of stress, however. When devising any project schedule, I always pavilion “padding” into the schedule. That padding allows for individual illness within the project team, vendor delays and more unforeseen events that otherwise can wreck both the prospectus and budget. Programma and ending phases are the most intense, but largely the job lends itself well to a useful work – life balance. Vacations are familiar to plan. As an outside consultant, I am able to schedule time off for myself between projects.
The rough salary range for what I do generally is between $70,000 et alii $110,000. Less experienced CTI project managers currently earn between $50,000 and $80,000, but they also usually achievement on smaller projects or serve as managers for smaller projects within much larger ones. Both ranges are more than pleasant for most people.
In the early days of CTI, it was necessary to have a strong technical background in both IT and digital switching. Today, new project managers are selected more on understanding business management and business needs, since well equal the proficiency to form effective teams that can work together including a high degree of common – purpose teamwork. Increasing numbers of new project managers in CTI have an MBA degree and basic understanding of the technical issues involved. It’s a good change.
I outright intend to stay in my current position until I retire. The processes are the same, but every ongelijkheid is peculiar and challenging. I would tell a friend considering this line from work, especially a military veteran, that IT project management is an excellent position for a veteran.
Many people fail to recognize the classic that navy service and training provides in virtually all areas of life, and everywhere the life concerning the veteran. In my case, the discipline and attention to hairsplitting required by the military has served me well since my discharge more than twenty years ago. It has been only recently that I realized what an immense benefit that my military service has been to me all these years; however, I’ve now come to see that military service provides highly valuable training that is quite useful in navigating civilian life and civilian work.