Montréal and Québec
Growth, acquisitions and new systems can leave your teams working in different ways. Boris & Associates helps Québec construction leaders connect organization, people, processes, data and technology so the company can grow with clearer responsibilities and more reliable information.
A building division, a civil team and an acquired company may each run projects well while using different cost codes, approval paths and reports. Leadership then has to rebuild the picture before making decisions. We work across these boundaries to establish what should be common and what should remain specific to the work.
Follow information from estimating to project startup, commitments, changes and the forecast at completion. Agree on the definitions, records and approvals that make project results comparable.
Public and private work, subcontracted building projects and self-performed civil work place different demands on the business. We examine how tender records, subcontractor commitments, changes, progress quantities, payment records and closeout move between teams and systems.
Clarify who records labour, equipment, installed quantities and exceptions, when that information is reviewed, and how it reaches project managers and finance. The process must fit the people doing the work.
Define shared responsibilities, management reviews, project identifiers and reporting rules while preserving the practices that different delivery teams need. Software integration follows these operating decisions.
Each phase connects leadership decisions to how the work is done. The scope and decision points are agreed with your team.
Examine how work moves through the company, identify recurring causes and agree on the target operating model, priorities, responsibilities and roadmap.
Redesign priority processes with the teams involved. Put responsibilities, information, system changes, pilots and training into use on real work.
Review the first operating cycles, strengthen internal ownership and keep the management routines and measures needed to improve over time.
These anonymous cases explain the enterprise problems examined and the work delivered. They give you concrete examples to discuss against your own operating challenges.
A $500M+ construction group linked maturity findings, organizational design, process priorities, ERP direction and transformation oversight.
Mapping recurring processes across hundreds of projects clarified improvement priorities, ownership and implementation sequence.
An infrastructure contractor defined processes, information, integrations and selection criteria before choosing its system.
Yes. Working sessions, process documentation, leadership discussions and adoption support can be delivered in French. We agree on language needs for bilingual teams and suppliers at the start.
Construction owners and executives whose growth, acquisitions or recurring project problems require changes across departments. This includes family-owned general contractors and groups combining building, civil and infrastructure operations in Québec.
That decision follows the operating assessment. We first examine what the existing systems can support, where teams work around them and what the business requires. A replacement is considered when the agreed requirements justify it.
We document the records, approvals, deadlines and handoffs your projects require, including tendering, subcontracting, payment documentation and closeout. Your responsible teams validate these requirements before process and system decisions are finalized.
We agree on a leadership sponsor, process owners and representative field, project, finance and technology participants. Their involvement depends on the scope and phase. We plan working sessions and pilots around active project responsibilities.
The number of divisions, priority processes, systems, integrations, locations and pilots determines the work. We use an initial conversation or diagnostic to agree on deliverables, participation, scope, sequence and commercial terms.
Tell us where work breaks down between your projects, teams or systems. We will use that context to determine whether the best starting point is a diagnostic, one priority process or a broader transformation plan.