CORINTH Engineering is the result of the experience and the multidisciplinary background of its staff working together on a common project.
All those in charge of construction operations, redeployment of existing structures, and contracting authorities in particular, are faced with increasing complexity, particularly due to:
•The increase in the number of parties involved,
•Increased technical sophistication and performance requirements,
•The complexity of administrative and legal procedures,
•Consideration of the overall cost,
•Compliance with the overall cost of the operation,
•Reduced project duration,
•Increased attention to safety and quality,
•Enhanced consideration of the coordination between all stakeholders, and with users,
•Projects falling within a sustainable development framework (environment, social impact, economic constraints).
Project control & Action
Managing the project means, first and foremost, minimizing risks. The first risk comes from the interactions between the players. “As in an orchestra, everyone must play the same score and at the same tempo." The job of project management has thus become that of an “orchestra conductor”, who has to lead a growing number of musicians, playing increasingly complex “scores”.
In fact, even if relationships are based on contractual relations, a significant share is necessarily the result of human interaction: team spirit, acceptance of different ways of thinking, and the mixing of skills are required to successfully complete any project. At the same time, however, the scope of projects has expanded to include quality, health, social welfare, sustainable development and budgetary control issues.
Skills & Knowledge
Indeed, at a time when the economic situation, which resembles more like the beginning of a new area, requires a new model for managing financial resources and controlling the cost of investments, the need to monitor expenditure has appeared, including: the cost of the projects, and particularly to completion.
All of this renders missions more difficult and underscores the complex role of the prime contractor or the engineering consultancy.
This complexity warrants that project managers rely on sufficient and diverse skills, and bring to the table either their expertise or their ability to manage projects.
For the project manager,
the problem arises in this manner:
firstly, teams must be put together whose sole objective will be to work together more efficiently (performing “cross-functional” missions) and, secondly, one must be able to rely on competent experts with in-depth knowledge (“specialized” missions) in a specific field in order to design the best possible structure/project.
It was thus on this basis that Stephan Lenormand and his team, comprised of members from a variety of backgrounds, decided to create CORINTH Engineering.