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Adrian Barnes

Resume

IT Project Delivery Director

22+ Years in Information Technology
20+ Years Leading People
14+ Years Managing Projects

13+ Years Managing Support Teams
7+ Years in IT Director Roles
Private / Public Sector Experience

PROFILE

Proven, results-oriented, versatile IT Leader who has successfully led bimodal (delivery and support) teams in delivering/supporting multi-million-dollar systems by fostering collaborative, productive workplace culture. Proactive, hard-working, and collaborative; works closely with business and technology stakeholders. Articulate; combines strong business acumen with the ability to effectively solve business problems with technology solutions. Thrives on challenge and works effectively with all levels of organization; effectively responds to challenges with confidence, innovation, and focus.

Experience

Mar 2018 - Present
OCIO, Government of Newfoundland & Labrador

Director, Project Delivery / Director, Corporate Services & Projects

  • Oversee the delivery of large-scale technology projects supporting critical government services and initiatives
  • Direct teams of delivery managers, project managers, business analysts, developers, testers and contractors to implement solutions on time and on budget
  • Work closely with executive stakeholders and program leaders to align technology projects with strategic priorities
  • Develop comprehensive project plans including scope, schedule, budget, resources, risks and governance
  • Implement Agile and DevOps methodologies to streamline delivery through continuous integration and automated testing
  • Lead organizational change efforts to drive user adoption and ensure project benefits are fully realized
  • Optimize delivery processes through standardized frameworks, tools and project management best practices
  • Manage third-party vendors and procurements to supplement internal project resources
  • Collaborate across government agencies and departments on strategic technology roadmaps
  • Report on project performance metrics, manage issues and conduct post-implementation reviews to maximize ROI
  • Stay up to date on emerging technologies like cloud, data analytics, artificial intelligence, and digital services to transform IT delivery
Nov, 2015 - Feb, 2018
OCIO, Government of Newfoundland & Labrador

Director, Enterprise Architecture & Project Management Office

  • Lead the PMO function to strategically manage the organization's project portfolio and ensure projects are aligned to strategic goals
  • Oversee enterprise architecture efforts to establish IT standards, roadmaps and governance across the organization
  • Develop and maintain the enterprise architecture framework, methods and tools to direct technology decisions
  • Define architecture for shared services, platforms and applications
  • Manage planning, design and delivery of technology projects supporting mission systems and operations
  • Establish policies and best practices for application development, data management, security and cloud strategies
  • Provide guidance and enforcement of IT investment planning, project quality gates and portfolio reporting
  • Advise executive leadership on technology strategy, portfolio prioritization and multi-year investment roadmaps
  • Ensure security, interoperability and accessibility of systems
Jan, 2013 - Oct, 2015
OCIO, Government of Newfoundland & Labrador

Project Oversight Coordinator

  • Coordinate project delivery oversight activities and reporting for a $20M child welfare system replacement project
  • Develop oversight plans, manage stakeholder expectations and maintain transparency on project progress
  • Facilitate steering committee and other governance meetings, track action items and ensure issues are addressed
  • Monitor project schedules, budgets, deliverables and contractual obligations through earned value analysis
  • Review work products, deliverables and test artifacts for quality and compliance with requirements
  • Conduct document reviews, system demos and attend key project milestones to assess performance
  • Identify and manage project risks, issues, decisions and change requests through approved processes
  • Produce monthly reports on project status for executive leadership
  • Coordinate stakeholder communications and contribute to project documentation library for audits
Mar, 2009 - Dec, 2012
OCIO, Government of Newfoundland & Labrador

Delivery Manager

  • Oversee a diverse portfolio of 5 - 10 concurrent projects ranging from $500k to $5M in size
  • Work closely with business stakeholders to understand requirements and align project objectives
  • Align standardized project management framework, tools and processes across portfolio
  • Monitor project progress, risks, issues and interdependencies through centralized dashboards
  • Conduct portfolio reviews to track KPIs, resource utilization, budgets and coordinate resource planning
  • Prioritize and sequence projects to maximize return on investment and minimize disruptions
  • Manage and motivate project teams of project managers, business analysts, and developers
  • Lead project and portfolio reporting for executive leadership
  • Identify process improvement opportunities and coach project managers to strengthen capabilities
  • Develop statement of works, oversee vendor selection and procurement activities
  • Facilitate project handoffs, closures and benefits realization reviews to ensure business value
  • Evaluate emerging technologies and tools to continuously enhance delivery practices
Jun, 2003 - Feb, 2009
xwave / Bell Aliant

Service Desk Operations Manager

  • Managed a team of 75+service desk analysts providing IT support to over 30,000 end users across various private and public sector clients
  • Oversaw daily operations and continuity of the ITIL-aligned service desk function, ensuring SLAs were consistently met
  • Remotely supervised 40+ analysts based in another province, utilizing collaboration tools for effective communication
  • Implemented standardized processes, procedures, scripts and knowledge articles aligned with best practices
  • Maintained overall service desk KPIs through metrics reporting, continuous improvement initiatives and training programs
  • Ensured proper triaging, ticketing, tracking and resolution of all support requests via ITSM platform
  • Performed quality assurance checks, coaching and performance management for direct and remote reports
  • Liaised regularly with clients to understand evolving business needs and enhance customer support experience
  • Managed vendor relationships, monitored outsourced services quality and coordinated escalations
  • Led projects to roll out new self-help capabilities, automations and workspace tools for improved analyst productivity
Dec, 2001 - May, 2003
xwave

Service Desk Knowledge Manager

  • Responsible for building and maintaining an electronic knowledge base containing procedural articles, knowledge packs and visual guides
  • Curated, categorized and optimized content for easy analyst access to resolve customer issues efficiently
  • Trained new service desk analysts by developing comprehensive onboarding program and refresher courses
  • Conducted knowledge reviews and gap analyses to identify additional content needs and update outdated material
  • Partnered with sales team during client pursuits by presenting service desk capabilities and user experience overviews
  • Provided subject matter expertise during the setup and transition of new clients into service desk operations
  • Collaborated with support teams, clients and developers to maintain accurate and current technical documentation
  • Promoted effective knowledge sharing culture through communities, training and recognition programs for analysts

EDUCATION

1999 - 2000
New Brunswick Community College

Business Information Technology Specialist

1994 - 1996
RCC Institute of Technology

Electronic Engineering Technologist

Certifications

  • Public Sector Leadership & Management Development (Gardiner Center)
  • ITIL

Volunteer Work

Proficiencies

Audit & Compliance

80%

Briefing Notes

90%

Budget Management

90%

Business Change Management

90%

Business Strategy

90%

Client Relationship Management

90%

Continuous Improvement

90%

Contract Negotiation

90%

DevOps

85%

IT Procurement

95%

Project & Program Delivery

90%

Technology Roadmaps

90%

Risk Management

90%

Stakeholder Engagement

90%

Vendor/Supplier Management

90%

Workload Management

90%