{"id":1050,"date":"2025-04-12T11:42:00","date_gmt":"2025-04-12T15:42:00","guid":{"rendered":"https:\/\/dcmgmt.ca\/?p=1050"},"modified":"2026-02-28T23:28:40","modified_gmt":"2026-03-01T04:28:40","slug":"increased-maturity-in-real-estate-asset-management","status":"publish","type":"post","link":"https:\/\/dcmgmt.ca\/en\/blog\/maturite-accrue-en-gestion-des-actifs-immobiliers\/","title":{"rendered":"Increased maturity in real estate asset management"},"content":{"rendered":"
<\/span><\/span>

Context<\/h2>

In a strong desire to become a government leader in real estate management<\/b>, a state-owned company undertakes a strategic program to increase its organizational maturity<\/b> in asset management. This program stems directly from the requirements of the Public Infrastructure Act<\/b>, in connection with the Quebec Infrastructure Plan (PQI)<\/b> and the Annual Investment Management Plan (IMAP)<\/b>At the heart of this shift: an ambition to establish innovative, sustainable and integrated practices<\/b> covering the entire life cycle of real estate assets.<\/p>\n<\/div>

<\/div><\/div><\/div><\/div>
<\/div>
<\/div><\/section><\/div>
<\/div><\/div>

Challenge<\/h2>

The organization faces a triple challenge:<\/p>\n

 <\/p>\n

    \n
  • Aligning business practices<\/b> with the best market standards and legal requirements.<\/li>\n
  • Mobilize a large organization<\/b> around 33 cross-cutting initiatives in a context of profound transformation.<\/li>\n
  • Implement robust governance<\/b>, while ensuring integrated change management at all levels.<\/li>\n<\/ul>\n<\/div><\/div><\/div><\/div>
    <\/span><\/div><\/div><\/div>
    <\/div><\/div>

    Mandate entrusted<\/strong><\/h2>\n<\/div><\/div>

    Acting as Project Manager<\/b>, I was mandated to plan, structure and orchestrate<\/b> this large-scale program, totaling more than 15,000 person-days and a budget of 25 M$<\/b>, over a period of 5 years.<\/p>\n<\/div><\/div><\/div><\/div><\/div>

    <\/div><\/div>

    Deployed approach<\/strong><\/h2>\n<\/div><\/div>

    Under the authority of the manager and in direct interaction with the Steering Committee<\/b> of the organization, I took charge of the key levers of success:<\/p>\n<\/div><\/div><\/div><\/div>

    1. Stakeholder mobilization<\/strong><\/h4>\n

    Animation of the Vice-Presidency for Real Estate Management around 33 structuring initiatives.<\/p>\n<\/div><\/div><\/div>

    2. Integrated strategies<\/strong><\/h4>\n
      \n
        \n
      • Implementation, communication, training<\/li>\n
      • Change management at all levels (individual, team and organizational)<\/li>\n
      • Value analysis, risk management and change management<\/li>\n<\/ul>\n<\/ul>\n<\/div><\/div><\/div><\/div>

        3. Rigorous accountability<\/strong><\/h4>\n

        Regular presentation of progress reports to management committees and strategic councils.<\/p>\n<\/div><\/div><\/div>

        4. Earned Value Tracking<\/strong><\/h4>\n

        Continuous performance assessment using indicators linked to deliverables, mobilization and concrete impact on practices.<\/p>\n<\/div><\/div><\/div><\/div><\/div>

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

        Results obtained<\/h2>

         <\/p>\n

        \u2705 Full alignment<\/b> of the strategic vision with the requirements of the legal framework (PQI, PAGI, Law I-8).<\/p>\n

        \u2705 Integrated transformation plan<\/b> validated by senior management.<\/p>\n

        \u2705 Successful mobilization<\/b> of several key directions around a common language, shared objectives and effective monitoring mechanisms.<\/p>\n

        \u2705 Solid foundations<\/b> for the program execution phase, with a clear, prioritized, governed and ready-to-deliver project portfolio.<\/p>\n<\/div><\/div><\/div><\/div><\/div><\/div>

        <\/div><\/div>

        Key success factors<\/h2>

         <\/p>\n

          \n
        • A pragmatic and structured approach<\/b>, based on proven management tools.<\/li>\n
        • A capacity to translate strategic issues into operational levers<\/b> concrete.<\/li>\n
        • A mobilizing leadership, capable of create buy-in in complex environments<\/b>.<\/li>\n<\/ul>\n<\/div><\/div><\/div><\/div>
          <\/span><\/div><\/div><\/div><\/div>","protected":false},"excerpt":{"rendered":"","protected":false},"author":3,"featured_media":1056,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[1],"tags":[],"class_list":["post-1050","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-categorie"],"yoast_head":"\nMaturit\u00e9 accrue en gestion des actifs immobiliers - DC Management<\/title>\n<meta name=\"description\" content=\"Gestion durable et int\u00e9gr\u00e9e des actifs immobiliers selon le PQI et PAGI pour devenir un leader gouvernemental en immobilier.\" \/>\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\/increased-maturity-in-real-estate-asset-management\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Maturit\u00e9 accrue en gestion des actifs immobiliers - 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