Context
In a strong desire to become a government leader in real estate management, a state-owned company undertakes a strategic program to increase its organizational maturity in asset management. This program stems directly from the requirements of the Public Infrastructure Act, in connection with the Quebec Infrastructure Plan (PQI) and the Annual Investment Management Plan (IMAP)At the heart of this shift: an ambition to establish innovative, sustainable and integrated practices covering the entire life cycle of real estate assets.
Challenge
The organization faces a triple challenge:
- Aligning business practices with the best market standards and legal requirements.
- Mobilize a large organization around 33 cross-cutting initiatives in a context of profound transformation.
- Implement robust governance, while ensuring integrated change management at all levels.
Mandate entrusted
Acting as Project Manager, I was mandated to plan, structure and orchestrate this large-scale program, totaling more than 15,000 person-days and a budget of 25 M$, over a period of 5 years.
Deployed approach
Under the authority of the manager and in direct interaction with the Steering Committee of the organization, I took charge of the key levers of success:
1. Stakeholder mobilization
Animation of the Vice-Presidency for Real Estate Management around 33 structuring initiatives.
2. Integrated strategies
- Implementation, communication, training
- Change management at all levels (individual, team and organizational)
- Value analysis, risk management and change management
3. Rigorous accountability
Regular presentation of progress reports to management committees and strategic councils.
4. Earned Value Tracking
Continuous performance assessment using indicators linked to deliverables, mobilization and concrete impact on practices.
Results obtained
✅ Full alignment of the strategic vision with the requirements of the legal framework (PQI, PAGI, Law I-8).
✅ Integrated transformation plan validated by senior management.
✅ Successful mobilization of several key directions around a common language, shared objectives and effective monitoring mechanisms.
✅ Solid foundations for the program execution phase, with a clear, prioritized, governed and ready-to-deliver project portfolio.
Key success factors
- A pragmatic and structured approach, based on proven management tools.
- A capacity to translate strategic issues into operational levers concrete.
- A mobilizing leadership, capable of create buy-in in complex environments.
