After spending so many years in GSM rollout and project management when I was offered a role in Network Service Operations, it was really a challenge for me.
My initial perception was it would definitely be an uninteresting journey. I had to work in a regular methodical ways with a little challenge to face with. The outages are caused by same reasons and fixing things up, work with the sales team to understand their issues and to resolve them.
There are number of engineers, technicians and external vendors are working for equipment, media and infra related issues. Probably another boring job with a Known Error Data base in my hand…
After a few months I found some interesting ways for effective service operations.
- Understanding the business: I was not aware how the things are happening in the real market.What are their concerns and impact of the outages on business. What are the service strategies and business requirement. These things really helped me up for prioritizing the objectives.
- Cast the process in a frame work: Though ITIL methodologies are not widely implemented in Telecom Service Operation but definitely it is helpful. It gives a distinct idea of managing the operations. One can find the Event management, Incident management and Problem management interesting while dealing with the outages. It also suggests some preventive maintenance for lesser outages. Analysis of KPI and working on the deviated issues also gives incredible performance improvement.
- Self initiated small projects: This is the most interesting way you can turn the whole thing on. I am taking up small improvement projects eg. Increasing utilization of cell sites, reducing OPEX which is also aligned with the business objective and service strategy.The data-driven improvement cycle DMAIC fits very much into it.
Don’t forget to suggest how you are making your service operation sparking….
“Shy, unconfident, solitary: there are many popular conceptions of introversion – most of them negative – but the reality is far more complicated.
Introversion – along with its cousins sensitivity, seriousness, and shyness – is now a second-class personality trait, somewhere between a disappointment and a pathology. Introverts living under the Extrovert Ideal are like women in a man’s world, discounted because of a trait that goes to the core of who they are. Extroversion is an enormously appealing personality style, but we’ve turned it into an oppressive standard to which most of us feel we must conform.
The Extrovert Ideal has been documented in many studies. Talkative people, for example, are rated as smarter, better-looking, more interesting and more desirable as friends. Velocity of speech counts as well as volume: we rank fast talkers as more competent and likable than slow ones. The same dynamics apply in groups, where research shows that the voluble are considered smarter than the reticent – even though there’s zero correlation between the gift of the gab and good ideas. Even the word introvert is stigmatised.
But we make a grave mistake to embrace the Extrovert Ideal so unthinkingly. Some of our greatest ideas, art, and inventions – from the theory of evolution to Van Gogh’s sunflowers to the personal computer – came from quiet and cerebral people who knew how to tune in to their inner worlds and the treasures to be found there. Without introverts, the world would be devoid of Newton’s theory of gravity, Einstein’s theory of relativity…’’
Extracted from Quiet:The Power of Introverts in a World that Can’t Stop Talking by Susan Cain, published by Viking on 29 March 2012.
A project manager though introvert should have enough communication to all stake holders and team members.It is said that a project manager spends 90% of his time on communication. At least I have never seen a successful introvert project manager.