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• Microsoft team leader: James

Microsoft team leader: James

This Case Study belongs to Network engineer.

I developed an interest in computers when I started work experience at Framestore CFG. Framestore are one of the leading companies in special effects for motion pictures, but what interested me was the backoffice systems that kept this company operational.

My curiosity led me into reading about these systems and consequently funding myself on a Microsoft NT4 course with a company called AMRAF. I got through the six core courses and started taking the Microsoft exams.

With two out of the six exams taken, I was employed by Pres.co, a web design company. I started here working as deskside support. The most valuable thing I gained here was experience - without this my qualifications were useless.

I was promoted to managing the desktop support team and looking after the licensing infrastructure. This included auditing all the items of hardware onsite and developing a way of tracking their location. I then attached barcode tags to all PCs and monitors so they were easy to track and this also worked as a deterrent against theft. My next challenge was an audit of all PCs in the company so I would understand the current situation with software licensing. I presented my findings to the IT manager and we took appropriate action.

As my server knowledge improved, I was assigned the task of administering Exchange 5.5 and the in-house development servers using Microsoft Internet Information Server 4. This involved installing servers with Windows NT 4 Server or Windows 2000 Advanced Server and setting up a testing environment for developers to trial new scripting for websites. This gave me exposure to a wide range of software.

From Pres.co, I moved to my current employer, Selection Services, where I was given the task of providing server support to six clients (23 servers). My client base has now risen to 20 companies (94 servers). I also provide all clients with 24x7 callout assistance.

Troubleshooting skills and the ability to work under pressure play a vital part in my job. I've gained a vast understanding of Microsoft server products and observed issues that rarely occur in a single business environment. It has also enhanced my skills in system administration.

As I support such a wide range of client sites, I operate in small and large business environments. To keep the clients abreast of any system issues or concerns, I create monthly server reports and this helps me put forward recommendations to improve the resilience of their IT environment.

I was promoted internally to manage a team of six technical server engineers and my first objectives were to move the team into a more efficient direction and to alleviate the burden of paperwork and reporting responsibilities. I started by creating a universal structure of documentation and working practices, which helped the team focus more on their technical responsibilities and away from general admin duties. I improved time management by streamlining a number of general tasks such server reports, backup notifications and system updates. This in turn greatly increased the effectiveness and pro-activity of the team.

On a regular basis, I liaise with the service manager to review new support contracts and recommend the server engineer best suited for the new contract. In these meetings we also raise any other outstanding issues such as team resource, performance and equipment. As well as undertaking general management duties such as attendance, appraisals and annual leave, I'm still active in my role as a senior support engineer providing 24/7 technical assistance.

Since the beginning of 2007, I've provided consultancy for a number of clients, mostly assessing the resilience of their network and the functionality of their core systems. I then provide a list of recommendations to aid the smooth transition of the support service to my team.

For anyone wanting to get into IT it is really important to be enthusiastic and be able to work under extreme pressure. You must also know that you're working in a team and the other team members are there to help you. So many people think they shouldn't ask for help and hold onto the problem until it's fixed. This delays achieving our main objective, which is always to get the systems operational as quickly as possible. You must know when it's time to escalate to a more skilled engineer or even escalate to the software vendor themselves.

Case Study sourced by Rae Karimjee of City University, 31 March 2008.