MCI Communication Corp

Project Manager - March 1996 - April 1998

• Project manager assigned to an at-risk project for Affinity Commission Calculation Automation (ACCA). 
  • Conducted a meeting with the steering committee of senior managers, directors, two sponsoring organizations, three development organizations, and an external organization responsible for independent integration testing. 
  • Identified issues hindering successful completion, including a working project schedule, tracking and closure of issues, clear business needs/requirements, and testing procedures. 
  • While working to address the issues, the project was halted when the marketing direction changed for the Affinity commission channel.
• Launched a project to automate the revenue reporting for commissioning external MCI agents. 
  • Performed as-is analysis of the existing revenue process. Identified and implemented procedural and systematic enhancements. 
  • Built the business case, prepared high-level process flow and business requirements for the initial release, and identified future release objectives. 
  • The project was placed on hold when the funding allocated to the project was impacted by an upcoming company merger and related budget constraints.
• Managed a project that implemented new procedures and automated reporting for a billing organization designed to ensure accurate commissions via identification and application of special rates/credits. 
• Responsible for a revenue mapping project to increase commissionable revenue accuracy.   
• Mentored project managers in developing and utilizing a baseline test scenarios for each automated, revenue processing, system. 
• Conducted various customer meetings, prioritized and tracked all development and research projects/tasks. 
• Responsible for managing expectations and relationships for six customer communities. 
• Created process flow diagrams and basic system documentation. 
• Generated project requirement and assessment documents for customer and upstream system release projects. 
• Prepared and provided training on existing revenue reporting systems which supported the external commission organization, as well as providing information on the billing systems that were used by the revenue systems.
• Conducted rapid requirements gathering sessions with customer communities to define and document business needs for development projects.
• Created impact assessment documents for upstream system releases and customer project requests to integrate new products or services into existing commissioning systems.
• Team lead responsible for five SAS and COBOL telecommunication commissioning systems that reported on average $130 Million in revenue per month, paying an average of $7.5 Million in commission monthly, per contractual agreements.  Team consisted of up to 8 members, contractors and employees, with up to 10 projects in process at one time.
• Provided fourth level, production processing support. 
• Prepared staffing proposals with supporting documentation that was presented to senior level management. 
• Responsible for interviewing, selecting, training, and leading team members through assessment, development, and research projects. 

Senior Programmer/Analyst - May 1994 - March 1996

• Redesigned a Nightly Batch Reconciliation Process to be more responsive to customer needs.  Using COBOL II DB2 programs and JCL, was responsible for the analysis, design, modification, and testing.
• Implemented quarterly releases for the New Customer Billing System, NCBS, into the SCARS downstream billing system using COBOL II batch and DB2.  This included creating a project plan, program specifications, along with designing, coding, testing and implementing the release items. 
• Provided team mentoring and guidance, while assisting management with individual/team building.