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New building in the downtown business district


The construction of the new building is carried out according to the principles and requirements of the Directive sur la gestion des projets majeurs d’infrastructure publique (guideline on the management of major public infrastructure projects), adapted as appropriate to account for the role of HEC Montréal.

HEC Montréal is the project manager for the planned addition of premises (Order in Council #281-2014, February 2014). The Société québécoise des infrastructures will support the School in carrying out this project.

Design and construction professionals

Architects Provencher Roy Associés Architectes Inc.
Structural/civil engineering SDK / MHA Consortium
Mechanical/electrical engineering Pageau Morel / Bouthillette Parizeau Consortium
Project managers WSP Canada inc.
General entrepreneur Magil Construction
Modelling of the physical and
functional characteristics of the building (BIM)
Groupe Schéma inc.
Functional, technical and
operational program (FTOP)
CIM – Conseil / DMA Architectes
Soil studies Groupe Qualitas (now merged with SNC–Lavalin)
Designer of interior furnishings SidLee Architecture


The School also hopes that the project will serve as a model of rigorous, intelligent and innovative financial management, consistent with the practices it espouses in its teaching and its own governance.


Joint governance committees

The authorities involved are:

  • Société québécoise des infrastructures
  • Ministère de l’Économie, de la Science et de l’Innovation
  • Ministère de l’Éducation et de l’Enseignement supérieur
  • HEC Montréal

Steering Committee (CODR)

  • Ensures sound project management for the delivery of quality infrastructure that meets the performance expectations while adhering to the established needs, authorized costs and agreed-upon timeline.
  • Monitors all project management phases, makes the appropriate recommendations as necessary and deals with any major problems.

Management Committee (COGES)

  • Ensures compliance with the project management plan (scope, costs, timeline and other aspects relating to the planning and determination of deliverables), so as to make recommendations to the Steering Committee.


Strategic Committees at HEC Montréal

Board of Directors

  • Ensures that projects are strategically relevant.
  • Approves projects, project budgets and related contracts, according to the School’s rules.
  • Ensures good governance of projects and signs off on the feasibility studies and business plans submitted to government authorities.

Audit Committee (COAUD)

  • Reviews the Schools’ financial ability to carry out the project and monitors financial commitments and project costs.
  • Recommends project changes for approval by the Board of Directors.
  • Ensures that projects are properly managed and that the related risks are reasonable.

Space Development Committee (CODEV)

  • Examines construction and renovation projects proposed by HEC Montréal, as well as major changes.
  • Makes recommendations on the above to the Board of Directors for approval.

Executive Committee (CODIR)

  • Examines all of the School’s operations, i.e., matters and decisions relating to the strategy, development and organization of HEC Montréal.


Tactical committees at HEC Montréal

Planning Committee (COPLAN)

  • Identifies needs for space and the functional requirements of the different stakeholders, as well as the parameters for carrying out the project.
  • Recommends project parameters to the different internal authorities.
  • Co-ordinates internal and external resources with the different stakeholders.

Project Monitoring Committee

  • Periodically checks every step of the project parameters.
  • Reports to the School’s audit and executive committees, in timely fashion, on all critical factors affecting the project schedule, budget and program.
  • Ensures that the management structure is adapted to the scope and complexity of the project, and sees to the strict application of standards and directives, adherence to governance principles and respect for the delegation of authority.
  • Documents and follows up on committee requests and decisions.

Project Management Team

  • Is responsible for reaching the project objectives and goals.
  • Represents the project manager in dealings with professionals, suppliers and contractors.
  • Plans project phases and issues recommendations to the project monitoring committee and the planning committee (on the different alternatives proposed: technical, budgetary, deadlines, programs, etc.).
  • Ensures, throughout the process, that the project is feasible, that the resources are available to execute it, that deadlines are respected and that the plan is consistent with objectives.
  • Is responsible for co-ordinating the work of the different HEC Montréal departments and external stakeholders.
  • Monitors the project and ensures that it is delivered.

Project organization


Provincial authorities

  • Cabinet
  • Treasury Board
  • Treasury Board Secretariat
  • Ministère de l’Éducation et de l’Enseignement supérieur
  • Ministère de l’Économie, de la Science et de l’Innovation
  • Ministère des Finances
  • Société québécoise des infrastructures
  • Ministère de la Culture et des Communications

The provincial authorities will:

  • attest to or approve the feasibility study and business plan
  • authorize the execution of the project, or
  • issue the appropriate recommendations.


Municipal authorities

Ville de Montréal (Ville-Marie borough)

  • Urban planning advisory committee
  • Borough Council
  • Montreal Heritage Council
  • Demolition Committee

The municipal authorities will authorize construction.

Photos of the worksite

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