Information Systems Directorate (ISD)
- designs, develops, integrates, delivers and maintains computer applications that process information supporting work activities, operations and management at the institution.
- in collaboration with information systems (IS) committees, ensures that the information system aligns with HUG strategy and policy
- plans its activity within the framework of the HUG’s information system strategic plan
- takes overall responsibility for the HUG information system infrastructure as well as for implementing the IT security policy.
- defines the principles and application of enterprise architecture
- operates the IT security policy
It is organized into two divisions and combines three cross-functional disciplines.
A strategy defined by three components
HUG has a information systems strategic plan with regards to digital transformation.
- supporting the institutional strategy Vision 20/20
- strengthening the hospital’s key missions
- positioning the HUG as a leading hospital in information technology and communications.
From now until 2020, three preferred focus areas
- Supporting HUG's position as a vital partner in the health care network
- helping to make open, useful and effective services available to patients throughout their journey, before, during and after hospitalization
- contributing to support HUG’s integration into care networks for health care professionals
- supporting the creation of innovative synergies with partners around new information and communications technologies
- providing support services for excellence in research and education
- Providing an ambitious and value-adding information system for the development of HUG's activities
- supporting the digital transformation of job roles by completing existing functional coverage
- contributing to quality and efficiency at HUG
- providing transparency and listening to clients while exposing constraints
- urbanising information systems which respond swiftly to change and innovation on behalf of clients for their own or for patients' needs
- Creating a service-oriented, security-defined culture within the Information Systems Directorate
- investing in the development and growth of human resources, anticipating and controlling financial resources
- providing the organization with a service provider mentality and controlling the plan of activities
- controlling security through a global, shared and inclusive strategy and operating policy
- building the infrastructure of tomorrow taking account of technological advances and the availability of new services.
An organization with two divisions
The ISD is organized in two divisions whose missions are described below:
- designs and develops or integrates highly value-added functionality responding to business needs and aligned with the strategic plan and product road maps
- integrates third party software packages and participates in deployment of business solutions adapted to the needs of the HUG
- optimizes and rationalizes developments (budget, resources, deadlines) while being technologically innovative
- assures continuity of the information system by securing it and guaranteeing cohesion, while driving evolution in collaboration with all partners
- is a force for ideas, an agent of change in synergy with the business to provide IT solutions which business value at HUG, improving the efficiency of employees for the benefit of patients and the institution, and optimizing working practices from the viewpoint of a return on investment
Mr. David Cavin, PhD
Head of Division
The mission of the operations division at the Information Systems Directorate is to guarantee all necessary services for effective operation og the HUG by means of a powerful technical infrastructure.In real terms, this includes
- ensuring the reliability, security and availability of services to users
- providing user support via the Service Desk and troubleshooting teams
- ensuring development and support of the Information System technology base (data centers, networks and telecommunications, system infrastructures and storage/backups, databases, security equipment, workstations, printing, videoconferencing)
- fully utilize, optimize and monitor production services (applications and technology base)
- support the implementation of business projects, including refurbishment/relocation, designing and implementing the appropriate technical architecture
- implementing the commissioning the road map for the IS master plan in line with the institution's strategy
- optimizing service costs, within regulatory and industry norms, while ensuring efficiency, reliability and security.
Mr. Franck-Yvan Sublet
Head of Division
Three cross-functional disciplines
Enterprise architecture aims to understand and define the information system’s current operation and to devise future devlopments in an organized way with a global vision of transformation projects in the objective of close association. The three 2020 challenges for the HUG information system are management of its complexity, agility and synergy.
Implementation of this enterprise architecture approach will enable the Information Systems Directorate to meet these challenges according to international standards. It will be informed by regular suggestions to improve and build up information systems from a dedicated group at the heart of a cross-functional committee.
This group has set a permanent objective of optimization and interoperability.
The Information systems security officer (ISSO), in liaison with IT governance has a particular role to
- design, formalize, publicize and monitor adherence to the security policy (PSSI) for all Information systems within the HUG. It particular, it defines the list of security standards and procedures to be issued, and contributes to their implementation in conjunction with IT teams and management.
- establish leadership in Information systems security through ongoing technology surveillance, in order to provide a cross-functional advisory for information systems security (internal and external to the ISD).
- propose strategic development for security solutions, and provide a project management role regarding information systems security projects.
- co-ordinate activities to raise staff awareness of information system security.
- validate the impact of implementing new IT solutions from a security point of view, to avoid altering the existing security level.
- assist management in identifying risks related to the information which it owns.
- monitor adherence to the PSSI and security procedures, through audits and security testing, before proposing action plans to correct any identified weak points.
- report significant security events to all information systems governance bodies.
Mr. Franck Calcavecchia
IS security manager
IS projects portfolio management
Project Management Office (PMO): attached to ISD management and in place since early 2012, having a double mission:
- Managing the ISD project portfolio
- Defining the project management methodology and supporting project managers in its application
Managing the project portfolio
The large number of projects and variety of parameters to be considered in making decisions (investments, resources, compliance with the HUG strategy) calls for a consolidated view of all projects throughout their life cycle. This consolidated view is the project portfolio.
Project portfolio challenges are to
- enable the alignment of ISD projects with HUG strategy
- assist with judgment and decision making
- steer budgets and resources
- maintain transparency, visibility and communication.
The portfolio manager develops, maintains and prepares the required documentation (extracted from the project portfolio) necessary to assist ISD management and the different management committees in their decision making. In doing so they consolidate information acquired throughout the project life cycle for project managers and sponsors.
Defining and maintaining the project management methodology
The PMO’s second mission is to support and define the methods for managing IT projects:
- training project leaders in project management (internal or external training programs, defining syllabi)
- supporting project leaders’ methodology
- improving and deepening the methodology
- maintaining the risk register
- centralizing feedback from knowledge acquired
- managing results models
During a project’s initiation and preliminary analysis phases, the PMO is at the service of clients or project managers to assist them in assessing compatibility of a project with business objectives, establishing a plan for deliverables or a budget, and analyzing benefits/risks.