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The Enterprise Centre

Richard Bayfield

Panel Member

Stephen Woodward

Stephen Woodward

Commercial Director

Project Overview

The Enterprise Centre (TEC), part of the University of East Anglia, is Britain’s greenest building and one of Europe’s most sustainable. In 2015, it won the Sustainable Achievement Award at the Education Estates Awards, and was also commended in the Best Project (Colleges and Universities) category.

TEC was a unique, and challenging scheme. Thanks to the innovative and unrivalled design and construction processes used to meet the demanding criteria for BREEAM Outstanding and the prestigious, Passivhaus accreditation, the project had wide scope, and a diverse body of stakeholders; both academic and commercial.


20 best practice techniques were submitted to Building Research Establishment (BRE) including:

  • Innovative collaborative working software
  • Embodied carbon assessment
  • Local materials
  • BIM level 2
  • 100 year lifecycle model
  • Collaborative Early Warning using RADAR
Our Role

ResoLex was brought into the project in order to facilitate project horizon scanning. In so doing, the core management team were enabled with the ability to test and validate perceptions across the team. As a result of this, a fully comprehensive risk register was developed and maintained throughout this extensive project.

The utilisation of RADAR formed the cornerstone of a robust process to prioritise risk, then to further track and manage identified potential issues at project level. Subsequent reporting at Project Board maintained the focus and ensured all decisions were taken in recognition of the wider risk profile. In this way, any potential risk that could prevent both the completion of the project, and its success, was mitigated.

Project consultancy company, 3PM recommends the wider roll-out of RADAR horizon scanning as part of any proactive risk management process. The combined experience of ResoLex and 3PM, shows that established risk processes do not adequately identify soft risks, such as the potential to enter into dispute escalation. Adopting a transparent process, such as RADAR, in order to avoid such soft risks, is an easy way to manage-out long-established cultural issues that can result in inefficiencies.

Horizon scanning via RADAR encouraged a collaborative team-based approach to risk mitigation. The regular reporting allowed negative trends to be highlighted, facilitating the initial management review and instigation of corrective measures. Subsequent reports demonstrated the effectiveness of the actions, which ultimately led to project success in the form of achieving BREEAM Outstanding recognition, and Passivhaus accreditation.

Value Added
  • RADAR horizon scanning gave the management team the ability to manage the perceptions across the team
  • Improvement in project communication and encouraging a collaborative team based approach to risk mitigation
  • RADAR early warning enabled the management team to mitigate the problems within a large collaborative team before they occurred

“Having a client side project director as I have been i.e. both acadamic and commercial director, has confounded the traditional and embedded working practices and ensured the ambitious project objectives have been retained. It has enabled project risks which might have affected cost, especially when they have been triggered by high levels of innovation, to be analysed and managed through. As the client side director and Grant Hoder I have been empowered to take control and prevent mission creep. As client side I am there fore satisfied with the end point and the achievement of the objectives that were set down prior to procurement or design development. Although atypical, I would recommend this route when combined with collaborative working. The RADAR tool is a useful early warning system that enables mitigation of problems within a large collaborative team before they occur saving both time and money.”

Dr John French, CEO of Adapt, University of East Anglia