Our Projects Driven by
Human Expertise

Located at 100 Rue du Maraîcher in Saint-Lin-des-Laurentides, this real estate development spans over 7,000 m² and features a seven-story building with 120 condominium units in 3 ½, 4 ½, and 5 ½ formats. Residents enjoy amenities including an indoor pool, sauna, fitness room, two terraces (one on the rooftop and one at ground level), common areas, and an indoor parking facility equipped with electric vehicle charging stations.

• COVID-19 Compliance: Project management adhered to government regulations established during the pandemic.
• Proactive Timeline Management: Anticipating delays to prevent setbacks on-site, especially in a heated market.
• Material Supply Challenges: Macogep’s team supported the owner by adapting to previously unknown supply issues.
• Foundation Challenges: Issues related to bedrock anchoring and Berlin walls that could cause delays.

• Project Implementation Strategy: Determining the number and scope of construction lots, their sequencing, and logistics for execution.
• Schedule Analysis and Contractual Lotting: Collaboration with Construction R.T.S. Ltée on scheduling and lot division.
• Building Information Modeling (BIM): Creation of 3D plans for better visualization and planning.
• Integrated Design Workshops: Managing workshops to foster collaborative design.
• Tender Management: Preparation, launch, and management of tenders for all construction lots.
• Bid Analysis and Contract Recommendations: Evaluating submissions and preparing recommendations for contract awards.

The Cachemire 2 Rental Tower is located in the heart of Jardins Angora, close to Parc de la Coulée and Île-des-Moulins—historical sites in Old Terrebonne. This 10-story building features approximately 100 residential units, ranging from lofts to penthouses. The project also includes extensive common areas, a luxurious lobby, two lounges (one on the rooftop), a heated indoor pool, and beautifully designed terraces. All of this is easily accessible and near various services and green spaces.

• Operational and Financial Link: Establishing a coherent connection between operational progress and project financing.
• Construction Market Conditions: During a period of market overheating, skilled labor was often unavailable, and submission costs were high. It was essential to plan ahead to secure the best rates and attract high-performing contractors.
• COVID-19 Restrictions: Management of challenges related to the pandemic.

• Development of a project execution strategy, cost estimation and control, as well as management of timelines, tenders, and contracts.
• Organization and participation in the Integrated Design Process (IDP).
• Use of Building Information Modeling (BIM) to prevent errors and facilitate planning and coordination of work.
• Preparation of a Class A cost estimate and quality control of the completion level of plans and specifications.

Village en chanson de Petite-Vallée has been an NPO and social economy enterprise for 35 years, overseeing the Festival en chanson, the programming of the Théâtre de la Vieille Forge, a heritage building and nerve center of the Festival en chanson de Petite-Vallée, one of Quebec’s leading song festivals.
The theater burned down in the summer of 2017. Its reconstruction will have to fit into the natural environment, while offering the technological advances of the 21st century.

• Financing by the Quebec government, requiring compliance with the requirements of the Ministère de la Culture et des Communications: in-depth knowledge of the
• Ministry’s rules and deadlines for obtaining authorizations.
  Coordination of numerous stakeholders, site planning in a remote region, proximity to the sea
• Procurement and human resources planning: seaside site implies respect for the high-water line, and planning requires envelope closure before winter.

• Administrative procedures, communication strategies, project charter and validation of detailed program of requirements;
• Preparation of the list of technical studies required: drafting of terms of reference for external service providers, coordination of the preparation of the program and feasibility report, special study on the use of timber and identification of risks;
• Coordination and supervision of preparation of detailed construction program, including cost estimates;
• Value engineering workshop;
• Construction site supervision

EVIDENT Canada, a company specialized in manufacturing industrial imaging devices (formerly Olympus NDT), aimed to consolidate its operations in the Quebec region under one roof. Located in the Michelet Innovation Space, the new complex spans 15,800 m² and is committed to sustainable development, featuring an envelope primarily made of insulated aluminum panels and curtain walls, with windows covering about 40% of the facades and high-density laminated wood panels accentuating the main facade.

• Complex Communication: The client is a user in Quebec, an operational client in
• Boston, and a funding client in Japan.
• Soil Pyrite Presence: The launch of the work was delayed due to the need for additional geotechnical checks to determine excavation depths.
• Fast-Track Project: This required heightened coordination among all stakeholders, increasing budgetary risks.
• Construction Management Mode: Macogep’s construction management approach improved flexibility and allowed for adjustments as constraints arose.

• Coordination of work execution while ensuring adherence to budget, schedule, and quality.
• Breakdown of the project into construction lots and estimation for each lot.
• Development and monitoring of the master schedule; preparation of detailed construction schedules by lot in an accelerated manner, including phasing of work by sector and floor.
• Management of calls for tenders for suppliers and contractors.
• Coordination of contractor work to quickly resolve issues.

The Société de transport de Laval manages a fleet of buses from its center on Francis-Hugues Avenue. Phase 1 of the expansion, completed in 2012, addressed immediate needs for parking and maintenance areas. In 2013, Phase 3 was initiated to increase parking spaces, maintenance areas, and storage, aiming to meet space requirements until 2018 with an expansion of 4,000 m².

• Consensus with STL to reduce the number of lots to an optimal figure.
• Management of the impact of a schedule shift from Phase 2 to Phase 3.
• Specific planning for the management of employee parking.
• Minimization of the impact of construction on the center’s operations.
• Adherence to the project delivery date despite the challenges of continuous operation of the 400 buses.

• Review of the concept and plans from professionals to ensure the project’s constructability.
• Support and logistics during the bidding process.
• Review of the overall schedule.
• Estimation of the target cost for the project.
• Implementation of an integrated design (PCI) through construction management.
• Use of BIM for phasing planning, coordination of work, and conflict detection.

The Quebec Institute of Tourism and Hospitality (ITHQ) is distinguished by its educational facilities, which include a 42-room hotel and several restaurants. Since 2003, it has engaged in requalification work in collaboration with the Quebec Infrastructure Corporation (SQI). Phase IV, entrusted to Macogep, includes:

• Renovation of Main Electromechanical Systems
• Paul-Émile-Lévesque Room: Modernization of lighting and interior finishes, and improvement of the service area.
• Culinary Workshops: Expansion and redesign for increased workstation capacity and safety, including equipment replacement.
• Media Library: Renovation to provide users with modern tools and equipment suitable for teaching.
• Reception Rooms: Modernization for banquets and seminars, including renovations to the kitchen and offices.

• Asbestos Presence: Detection and removal of asbestos in certain finishes and systems within the building.
• Maintaining ITHQ Operations: Work had to be scheduled during periods of minimal activity to ensure general operations could continue.
• Saturated Food Services Market: High demand from large-scale projects (CUSM, Amphitheater in Quebec, CHUM, etc.) limited the number of specialized contractors able to meet the tight deadlines for this project.

As the project manager and construction manager, Macogep worked closely with SQI and ITHQ to ensure that the budget and timeline were adhered to, while also guaranteeing the quality of work execution.