The value of early warning systems in projects: A case study on The Enterprise Centre (TEC) project at University of East Anglia

Based on studies on the history of failed projects, it is obvious that projects do not result in failure overnight. In hindsight, project managers are often able to point out the most likely factors leading to project problems. One approach towards prevention of project failure or deviation from the main goal, is to attempt to detect possible signs of project failure in early stages of projects. These signs are referred to in the literature as Early Warning (EW) signs. This paper looks at the application of an EW system in a real-life project and how it contributed to project success. This study builds on the archival data from the project and interviews with 9 key project stakeholders on the benefits of application of the EW system. The findings show that EW systems can enhance collaboration and constructive dialogue among the project team and hence create the opportunity to avoid or mitigate potential risks. It also shows that the openness of the project client and the project team to acceptance of precautions, plays an important role in gaining the most possible benefits from the use of such tools.