{"id":1043,"date":"2025-04-12T02:05:03","date_gmt":"2025-04-12T06:05:03","guid":{"rendered":"https:\/\/dcmgmt.ca\/?p=1043"},"modified":"2026-02-28T23:28:39","modified_gmt":"2026-03-01T04:28:39","slug":"creation-of-a-real-estate-project-office","status":"publish","type":"post","link":"https:\/\/dcmgmt.ca\/en\/blog\/creation-dun-bureau-de-projet-immobilier\/","title":{"rendered":"Creation of a real estate project office"},"content":{"rendered":"\n
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Contexte<\/h1>

Un important groupe \u0153uvrant dans le secteur de la construction immobili\u00e8re<\/b>, et poss\u00e9dant plusieurs filiales, souhaitait structurer ses op\u00e9rations de projet afin de mieux g\u00e9rer la complexit\u00e9 croissante de ses initiatives, tant sur le plan des chantiers majeurs que des projets de transformation organisationnelle. L\u2019organisation faisait face \u00e0 une absence de cadre unifi\u00e9 pour prioriser, coordonner et piloter ses projets strat\u00e9giques.<\/p>\n<\/div>

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Objectifs du mandat<\/h1>\n<\/div><\/div>

La direction a mandat\u00e9 un conseiller pour implanter un Bureau de projet corporatif<\/b> en l\u2019espace de quelques mois, avec l\u2019objectif clair de professionnaliser la gestion des projets \u00e0 l\u2019\u00e9chelle de l\u2019ensemble du groupe.<\/p>\n

La port\u00e9e du projet comprenait une estimation totale de 15 000 jours-personne<\/strong>, avec un budget global d\u00e9passant les 10 M$<\/strong>. Le conseiller a \u00e9t\u00e9 impliqu\u00e9 \u00e0 temps complet pendant une p\u00e9riode de 3 mois afin de garantir une gestion efficace et de respecter les d\u00e9lais et objectifs fix\u00e9s.<\/p>\n<\/div><\/div><\/div><\/div><\/div>

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Objectifs poursuivis<\/h2>

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    Structurer la gouvernance<\/b> des projets de construction et de transformation.<\/p>\n<\/li>\n

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    Aligner les pratiques avec les standards reconnus<\/b> en gestion de projet et en agilit\u00e9.<\/p>\n<\/li>\n

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    Mobiliser les \u00e9quipes autour d\u2019une vision commune<\/b> de gestion des projets.<\/p>\n<\/li>\n<\/ul>\n<\/div><\/div><\/div><\/div><\/div><\/div>

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    Interventions cl\u00e9s<\/h2>

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      \u00c9laboration de l\u2019offre de service compl\u00e8te<\/b> du nouveau Bureau de projets.<\/p>\n<\/li>\n

    • \n

      Mise en place de la structure de gouvernance<\/b> (r\u00f4les, comit\u00e9s, m\u00e9canismes de suivi).<\/p>\n<\/li>\n

    • \n

      Cr\u00e9ation de la structure organisationnelle<\/b> et des descriptions de postes<\/b>.<\/p>\n<\/li>\n

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      D\u00e9ploiement du processus de gestion de portefeuille<\/b> (construction et transformation).<\/p>\n<\/li>\n

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      D\u00e9finition du branding<\/b> de la nouvelle unit\u00e9 administrative.<\/p>\n<\/li>\n

    • \n

      Implantation d\u2019initiatives de mobilisation (ex. : \u00ab Bon coup de la semaine \u00bb).<\/p>\n<\/li>\n

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      Planification et arrimage de trois sous-projets majeurs (voir ci-dessous).<\/p>\n<\/li>\n

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      Accompagnement des \u00e9quipes dans l\u2019appropriation des pratiques agiles<\/b>.<\/p>\n<\/li>\n

    • \n

      Prise en charge de la gestion du changement<\/b> \u00e0 tous les niveaux.<\/p>\n<\/li>\n<\/ul>\n

        <\/ul>\n<\/div><\/div><\/div><\/div>
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        Une orchestration strat\u00e9gique des projets satellites<\/h1>\n<\/div><\/div>

        L\u2019implantation du Bureau de projets s\u2019est d\u00e9roul\u00e9e dans un contexte complexe, marqu\u00e9 par le d\u00e9ploiement simultan\u00e9 de trois initiatives majeures : l\u2019ERP, l\u2019EPM et le BIM. Afin de maintenir une coh\u00e9rence globale, un important travail d\u2019orchestration a \u00e9t\u00e9 men\u00e9, visant \u00e0 aligner les phases de formation, harmoniser la gestion du changement, et synchroniser les processus d\u2019affaires entre les diff\u00e9rents projets.<\/p>\n

        Cette approche int\u00e9gr\u00e9e a permis de consolider la gouvernance dans un mod\u00e8le unifi\u00e9, favorisant les synergies et r\u00e9duisant les redondances. En misant sur une coordination \u00e9troite et sur une vision globale, l\u2019organisation a pu b\u00e2tir une structure durable, mieux outill\u00e9e pour g\u00e9rer la complexit\u00e9 et \u00e9voluer avec agilit\u00e9.<\/p>\n

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        Implantation BIM<\/h1>\n
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        • \n

          Objectif<\/b> : Transformation des pratiques de conception et de gestion de projet par la mod\u00e9lisation (BIM).<\/p>\n<\/li>\n

        • \n

          Actions cl\u00e9s<\/b> : Analyse des besoins, planification des cohortes de formation, implantation des processus BIM, gestion du changement.<\/p>\n<\/li>\n

        • \n

          Impact<\/b> : Am\u00e9lioration de la coordination et r\u00e9duction des erreurs en phase de construction.<\/p>\n<\/li>\n<\/ul>\n<\/div><\/div><\/div>

          Implantation d\u2019Enterprise Project Management (EPM 2013)<\/h1>\n
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          <\/div>\n<\/div>\n<\/div>\n<\/div>\n
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          <\/b><\/p>\n

            \n
          • Objectif<\/b> : Normalisation de la gestion de projet via l\u2019implantation de Microsoft EPM.<\/li>\n
          • Actions cl\u00e9s<\/b> : Analyse des besoins utilisateurs, implantation des processus, formation, coordination inter-\u00e9quipes.<\/li>\n
          • Impact<\/b> : Visibilit\u00e9 accrue sur l\u2019ensemble des projets et am\u00e9lioration de la rigueur d\u2019ex\u00e9cution.<\/li>\n<\/ul>\n<\/div>\n<\/div>\n<\/div>\n
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            <\/div>\n<\/div>\n<\/div>\n
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            <\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/article>\n
            <\/div>\n<\/div><\/div><\/div>

            Implantation ERP<\/h1>\n
              \n
            • \n

              Objectif<\/b> : Remplacement du syst\u00e8me de mission par un ERP int\u00e9grant 6 modules critiques (Finance, Maintenance, Construction, etc.).<\/p>\n<\/li>\n

            • \n

              Actions cl\u00e9s<\/b> : Planification du d\u00e9ploiement des modules, coordination avec le fournisseur, coordination avec les \u00e9quipes internes affaires et TI.<\/p>\n<\/li>\n

            • \n

              Impact<\/b> : Am\u00e9lioration de la performance financi\u00e8re, meilleure int\u00e9gration op\u00e9rationnelle.<\/p>\n<\/li>\n<\/ul>\n<\/div><\/div><\/div><\/div><\/div>

              <\/span><\/div><\/div>
              <\/div><\/div>

              Valeur strat\u00e9gique de l\u2019intervention<\/h2>

              Le Bureau de projets a \u00e9t\u00e9 implant\u00e9 avec succ\u00e8s en moins de 90 jours, dans un contexte de transformation rapide et complexe. L\u2019orchestration des trois sous-projets a permis :<\/p>\n

               <\/p>\n

                \n
              • \n

                Optimiser les interd\u00e9pendances<\/b> entre projets technologiques, humains et m\u00e9tiers.<\/p>\n<\/li>\n

              • \n

                Assurer une reddition de comptes consolid\u00e9e<\/b> \u00e0 la haute direction.<\/p>\n<\/li>\n

              • \n

                Cr\u00e9er une architecture organisationnelle p\u00e9renne<\/b> et adapt\u00e9e \u00e0 la croissance future.<\/p>\n<\/li>\n

              • \n

                Installer une culture projet forte et align\u00e9e<\/b>, \u00e0 tous les niveaux de l\u2019entreprise.<\/p>\n<\/li>\n<\/ul>\n<\/div><\/div><\/div><\/div><\/div><\/div>\n","protected":false},"excerpt":{"rendered":"","protected":false},"author":3,"featured_media":1057,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[1],"tags":[],"class_list":["post-1043","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-categorie"],"yoast_head":"\nCr\u00e9ation d'un bureau de projet immobilier - DC Management<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/dcmgmt.ca\/en\/blog\/creation-of-a-real-estate-project-office\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Cr\u00e9ation d'un bureau de projet immobilier - 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