Niall Carney

I was the Team Lead of National Schengen Information System (SIS) Co-Ordination and E-Learning Unit.

I managed the Central SIS Programme to ensure Ireland met EU compliancy. I supported the live production when SIS issues occurred.

I attended bi-monthly SIS AG meetings in EU-Lisa (Strasbourg) and represented Ireland on updating the other Member States on the progress of Ireland’s SIS programme.

I prepared ISF (Internal Security Fund) Funding applications and ICT tendering applications.

I managed issues and risks and drive progress to ensure project timelines are met by the team. I ensured any SIS issues were resolved or escalated to the proper resources and resolved in a timely manner with minimum disruption to the operational areas.

I monitored and reported on adherence to IT security policies and procedures in all aspects of SIS (Schengen Information System)

Programme Successes I have achieved.

I have successfully managed and completed a number of Programmes in AGS including SIS II E-learning programme which all members were required to complete.

The integration of our GIBS system to DEASP (Dept. of Employment and Social Protection) to aid in the location of serious persons of interest that may be residing in the state.

The integration of e-gates in the airport to SIS. This ensured all passengers passing through the airport were checked against SIS. These were additional aspects of the SIS project that were added later, thereby requiring careful planning and consideration on all aspects from Data Protection to System Testing to Reporting/Auditing with external stakeholders. This has resulted in increased business efficiencies and effectiveness, which now assists Intelligent Led Policing.

I championed the concept of monthly Reporting Services releases and worked on the process flow behind this, which facilitates the business with timely statistics and key performance indicators.

Business Analysis

In AGS,I engaged with the business (SIRENE) to analyse their requirements and work with developers ensuring that IT proof of concepts are designed and developed which best meets their needs. As part of this analysis, I also considered the wider business implications e.g. data entry by Garda Information Services Centre (GISC) personnel and work together with business areas to ensure issues are addressed from the outset so that changes coming down the line are more readily accepted. I influence people to accept the option that results in a win-win situation, addressing the issue so it does not overly increase workload, which can impact time lines. As part of the SIS II and the SIS Recast project, I was part of the Change Request Project Board. Given the scope and scale of the project, design elements were ongoing due to protracted project timelines and emerging requirements. It was needed to take decisions regarding scope changes based on sound business reasoning whilst bearing in mind both project and operational risk and capacity in the project lifecycle. I examined the business case for the change, determine if its a 'nice to have' or business critical. I communicated to all key stakeholders, giving them advance notice of changes coming their way so all are aware why decisions were taken. Where changes are deemed not critical but would aid system processes and procedures, I advise the Business owners (SIRENE - Superintendent & Inspector) that these will be dealt with via change requests and if capacity permits, they may form part of current scope or will be deferred to a future ICT release. I strived to balance the impact of decisions taken; but at the same time determining the best course of action for the organisation in terms of political, strategic and operational needs.