Deputy CIO / IT Transformation Lead

The mission consists of structuring the flow of IT requests, improving project portfolio management, and evolving the IT department’s delivery model to strengthen its ability to effectively select, prioritize, and deliver IT initiatives.

Beyond project management, the role also aims to improve the organization and overall performance of IT activities by strengthening consistency and coordination between the Build, Run, and Enable functions.

The goal is to enable the IT department to gain visibility, improve delivery efficiency, and enhance control over its hospital information system within a complex and demanding operational environment.

Key Responsibilities

• Structuring the IT Request Workflow (Demand Management)
• Establish a structured process for managing IT requests, from the initial expression of a need through to the decision to launch
• Clarify the procedures for submitting, analyzing, and qualifying requests
• Structure the scoping phases of IT initiatives (objectives, business value, effort estimates)
• Establish transparent prioritization mechanisms aligned with business priorities and IT department capabilities
• Management and steering of the IT project portfolio
• Structure and steer a coherent and prioritized IT project portfolio
• Establish or optimize portfolio governance and monitoring bodies
• Improve visibility into project progress for business departments
• Ensure consistent resource allocation based on priorities
• Transforming the IT Delivery Model
• Evolving IT project delivery and management methods
• Clarifying roles and responsibilities in projects (IT, business units, vendors)
• Implement structured practices for project management, reporting, and risk management
• Improve coordination between Build, Run, and Enable activities
• Structure the relationship with business units
• Structure interactions between the IT department and business units
• Establish mechanisms for regular dialogue on priorities and projects
• Improve transparency regarding projects, priorities, and delivery capabilities
• Facilitate trade-offs between business needs and operational constraints
• Oversee delivery by external partners
• Strengthen control over delivery by IT partners and suppliers
• Structure procedures for monitoring supplier commitments and performance
• Clarify responsibilities between internal teams and service providers
• Reduce external dependency in project structuring and management
• Developing the IT department’s operational maturity
• Supporting project managers and application managers in evolving their practices
• Implementing common management methods and tools
• Strengthening the culture of delivery, accountability, and service
• Contributing to the evolution of the IT department’s operational model to improve the overall performance of IT activities