Adoption Manager Microsoft 365 - CHU Brugmann

Order of Mission – Adoption Manager Microsoft 365

1. Context and Objectives

The CHU Brugmann has set up Microsoft 365 E3 and F3 licenses to strengthen collaboration and improve information management. The tools made available, such as Teams, SharePoint, OneDrive, Planner, Forms or Power Automate, open up numerous possibilities but require a clear organization. Without accompaniment, there is a risk of anarchic multiplication of spaces, loss of references for users, and dispersion of documents. The mission of the Adoption Manager will be to accompany the Transformation team at CHU Brugmann, define a simple and understandable governance, and promote the adoption of digital tools in a homogeneous and effective manner, taking into account the specific requirements of a hospital: security, patient data confidentiality, regulatory compliance, and accreditations.

2. Scope of the Mission

The consultant will have the role of establishing a clear and shared usage charter for Microsoft 365. He will propose an organization of collaborative spaces adapted to the needs of directions and institutional projects. The retained organization must avoid the creation of new, disorganized spaces and ensure that each document finds its place. Storage rules must be specified, distinguishing individual work (OneDrive), project management (Teams) and institutional documentation repository (SharePoint).

The Adoption Manager in collaboration with the Transformation team will also accompany teams in using collaborative tools. Teams will be used as a collective workspace, SharePoint as an institutional memory, OneDrive for personal or temporary work. Planner and To Do will support activity management, Forms and Bookings will facilitate patient relations, and Power Automate will allow certain repetitive tasks to be automated. A training plan adapted to different profiles will be set up and internal relays (‘digital champions’) will be identified in each direction.

Finally, a follow-up of the adoption will be ensured by simple indicators, such as the number of active teams, user satisfaction, and difficulties encountered, in order to propose regular adjustments.

3. Deliverables Expected

The expected deliverables are: a validated Microsoft 365 usage charter by the IT Steering Committee, a model for organizing collaborative spaces by directions and projects, a catalog of typical uses per tool, a training and communication plan, a governance plan on the life cycle of spaces and regular reports.

4. Methodology

The mission will unfold in several stages. It will start with a diagnostic based on interviews with the Transformation team, IT team, and directions, and an overview of current uses. Then, standards will be defined, including a clear nomenclature and rules for creating and validating collaborative spaces. A pilot deployment will be conducted in some volunteer directions, before a gradual expansion to the entire hospital. Finally, regular follow-up will allow evaluating adoption and adjusting governance if necessary.

5. Duration and Organization

The mission is expected to last an initial three months, with the possibility of extension. The consultant will be present each week to animate workshops and meet directions. He will be directly attached to the Transformation team leader and IT Steering Committee and work closely with the internal IT team.

6. Profile Sought

The profile sought is that of an expert in Microsoft 365 adoption who has already worked in complex environments such as the healthcare sector or public sector. Mastery of main collaborative tools is essential, as well as good knowledge of security and confidentiality constraints specific to health data. Skills in change management and user training are essential for successfully completing the mission. Knowledge of M365 governance models (nomenclature, Teams lifecycle, rights management, archiving) are indispensable.

7. Expected Results

The mission must achieve a reduction in anarchic space creation, homogeneous adoption of tools across all directions, and clear documentation of practices. It must also improve hospital productivity and compliance and contribute to setting up a common and shared digital culture.