Linda Byrne Email & Phone Number

Dublin, County Dublin, Ireland

Dublin, County Dublin, Ireland

Dublin, County Dublin, Ireland

Consulting with An Garda Siochana ICT Senior Leadership team to establish an ICT Project Management Office and Delivery Framework as part of their new Operating Model. My key deliverables included:• Designed and implemented a leadership forum to support and connect the new Senior Management team• Established a PMO Framework, including a fully documented Phase Gate approach to Project Delivery• Created a Governance Model to support this, which provided transparency and enabled… Show more Consulting with An Garda Siochana ICT Senior Leadership team to establish an ICT Project Management Office and Delivery Framework as part of their new Operating Model. My key deliverables included:• Designed and implemented a leadership forum to support and connect the new Senior Management team• Established a PMO Framework, including a fully documented Phase Gate approach to Project Delivery• Created a Governance Model to support this, which provided transparency and enabled prioritisation across both ICT and the AGS Business Frontline teams based on the data being collected by the new PMO• Developed PMO standards, including Senior Management Dashboards and a Project Managers Toolkit Show less

County Dublin, Ireland

Responsible for delivering Professional Services across key practices of Infrastructure, Networking, Microsoft and Share Point for a diverse customer base across both private and public sectors. With an annual revenue in excess of €5m my priority was to establish accurate data recording and reporting and to outline clear objectives and targets for the team and target 80% utilisation across the team. Key successes in this role included:• Implemented a new functional structure and… Show more Responsible for delivering Professional Services across key practices of Infrastructure, Networking, Microsoft and Share Point for a diverse customer base across both private and public sectors. With an annual revenue in excess of €5m my priority was to establish accurate data recording and reporting and to outline clear objectives and targets for the team and target 80% utilisation across the team. Key successes in this role included:• Implemented a new functional structure and leadership model, dividing Professional Services into defined practices of Infrastructure, Networking, Microsoft, Share Point and Project Management• Established a PMO function to report and manage all projects across the Professional Services team, establishing new ways of working, data collection and reporting and project management framework• Introduced a governance model which enabled management reporting to the Senior Management team to ensure optimum profitability and utilisation across the Professional Services business • Improved communications and efficiency between the Enterprise Architecture, Professional Services and Managed Services teams by introducing Agile Delivery concepts - Daily Stand Ups and Kanban Walls Show less

With the introduction of GDPR in May 2018, I was recruited by the Head of IT in the Department of Justice to lead the IT Stream of the programme, working closely with the newly appointed Data Protection Officer (DPO) for the Department. A significant undertaking given the tight deadlines and the number of unknowns at the time in relation to GDPR, I was instrumental in ensuring that the IT team in the department met all requirements for the May deadline date.

County Dublin, Ireland

Reporting directly to the CIO, and deputising for him as required, I had primary responsibility for advising, influencing and facilitating effective decision making and establishing credibility and influence with C-level executives. The technology eco system for the bank is complex, my role ensured that we foster open and transparent relationships to drive results focussed conversations across technology. My focus was on ensuring our workforce are engaged and empowered to deliver against the… Show more Reporting directly to the CIO, and deputising for him as required, I had primary responsibility for advising, influencing and facilitating effective decision making and establishing credibility and influence with C-level executives. The technology eco system for the bank is complex, my role ensured that we foster open and transparent relationships to drive results focussed conversations across technology. My focus was on ensuring our workforce are engaged and empowered to deliver against the business plan and remain aligned to the strategic outcomes for AIB. Show less

During this period I headed up number of teams across the Infrastructure Division, specifically the Strategy and Architecture and Demand and Portfolio Management. As part of the Senior Management team I was instrumental in the successful delivery of Project Orion (AIB's Technology Outsourcing Program), a hugely complex programme of activity leading to the selection of 4 technology partners and the TUPE of over 250 staff. As lead for the People and Change stream from planning through to… Show more During this period I headed up number of teams across the Infrastructure Division, specifically the Strategy and Architecture and Demand and Portfolio Management. As part of the Senior Management team I was instrumental in the successful delivery of Project Orion (AIB's Technology Outsourcing Program), a hugely complex programme of activity leading to the selection of 4 technology partners and the TUPE of over 250 staff. As lead for the People and Change stream from planning through to execution, my ability to influence at all levels and my sensitivity to personal and political relationship management during very intense engagements were key factors to the success of transition and subsequent stabilisation. In the new Partner Eco System delivery model I became Head of Infrastructure Demand & Portfolio Management and, over a 2 year period, I established a commercially focussed team, introducing a refined discipline around investment planning for the sustainment of AIB IT infrastructure. I developed practices for pipeline visibility, governance for approval and processes for delivery and portfolio reporting. The governance and reporting structure I put in place enabled IT to meet the challenge of continuing to service the delivery of critical change initiatives supporting AIB’s Digital Bank strategy during the early life stage of AIB’s first significant technology outsourcing. Show less

During this period I led out on two significant programs:1. Security Improvement Programme €5.6m budget over 3 years, direct report to the Chief Security Officer, monthly governance with the Central Bank, exceeded target 2 point improvement in Security Maturity.2. Workplace & Collaboration Transformation Programme (EDGE)€60m budget over 5 years, reporting directly to the Head of Technology, deployment of a virtual desktop environment across the full estate and… Show more During this period I led out on two significant programs:1. Security Improvement Programme €5.6m budget over 3 years, direct report to the Chief Security Officer, monthly governance with the Central Bank, exceeded target 2 point improvement in Security Maturity.2. Workplace & Collaboration Transformation Programme (EDGE)€60m budget over 5 years, reporting directly to the Head of Technology, deployment of a virtual desktop environment across the full estate and successful introduction of HCL as our first technology strategic partner. Show less

County Dublin, Ireland

Against the backdrop of the economic down-turn, I was charged with establishing a Project Portfolio Office in Technology. This was a critical initiative given the period of financial restraint and commercial uncertainty. I successfully established a customer facing function which was central to the IT teams for providing visibility of pipeline (demand) and project and portfolio performance, as well as investment planning and monitoring. The annual capital investment during this period was… Show more Against the backdrop of the economic down-turn, I was charged with establishing a Project Portfolio Office in Technology. This was a critical initiative given the period of financial restraint and commercial uncertainty. I successfully established a customer facing function which was central to the IT teams for providing visibility of pipeline (demand) and project and portfolio performance, as well as investment planning and monitoring. The annual capital investment during this period was dramatically reduced to circa €60M per annum, which made the performance of this function critical, in terms of providing clear and accurate management information enabling key decisions. The key to the success of this team was: - establishing senior management sponsorship across all functions, - clear governance - simplified processes - detailed documentation - promotion of key tooling (Clarity/PPM) - an extensive communications & engagement plan. Show less