The Enterey Blog

Do You Dumbo Double Dare Us?

Posted by Tita Tavares on Wed, Oct 28, 2015 @ 05:30 AM


Disney_Run_-_Team_Lemon_-_Enterey_2015.jpg

It was Magic Indeed!

Magic is what helped seven of our Enterey team members to stir excitedly awake in the wee hours of the night and get themselves to the start of the Disneyland Half Marathon weekend at the Disneyland Resort.

As part of our Enterey Gives Back initiative, our runners participated as part of Team Lemon, the endurance racing fund raising team for Alex’s Lemonade Stand Foundation(ALSF). Our team helped raise over $9000 to help ALSF and their continued fight to bring the latest technology, support, and care to young cancer patients.

The weekend of fun included the kids race, a 5k race, a health and fitness expo, a 10k race, a half marathon, and the Dumbo Double Dare. Two of our very own ambitious runners challenged themselves to compete in the 10k race on Saturday morning and the half marathon on Sunday morning. Both Alicia Mejia and Mike Ferletic finished the Dumbo Double Dare with Disney pride!

The course was lined with cheering spectators, Mickey high-fives, and live music played by local college and high-school bands. The excitement of Radiator Springs Racers refueled their energy as they came upon the halfway mark during the 10k. Once the runners flew by Soaring Over California there was no time for stopping until the iconic Cinderella’s Castle. That was a definite Kodak moment!

This past Labor Day Weekend, the mission was accomplished. Each runner set out to complete their races and they did it with smiles. Our biggest achievement, however, was the contribution made towards childhood cancer awareness. Enterey is proud to support ALSF and their efforts to be a difference-maker in the fight against childhood cancer.

If you would like to participate and take a stand with us, please consider donating to the Alex's Lemonade Stand Foundation by clicking here. Thank you for your support!

Congratulations to all Enterey Gives Back Team Lemon runners, including: Alicia Mejia, Cindy LeBeau, Deeanne Ferletic, Jennifer Wheeler, Kayleen Leong, Mike Ferletic, and Tita Tavares.

Tags: Enterey News, Enterey Gives Back

Combination Products: Adapting to a New Mindset

Posted by Tita Tavares on Wed, Oct 28, 2015 @ 05:30 AM


Client Project- Pharmaceutical Company Alignment with Combination Product and Device CGMP

In July 2013, the United States Food and Drug Administration (FDA) instigated a new regulation Current Good Manufacturing Practice (CGMP), which has significant implications for pharmaceutical and device manufacturers. Even if a company is best in industry for CGMP, the requirements apply when drugs, devices, and biological products are combined to create a combination product.

Ultimately, the CGMP alignment requires a paradigm shift in how pharmaceutical companies think about products. Although a syringe may have been previously thought as separate from the drug product, the FDA regulations now consider the product as a combination product. Thus, a new mindset is necessary, recognizing that many companies are now device manufacturers as well as drug manufacturers.


What is a Combination Product?

A combination product is a product that consists of two or more different products: a drug and a device, a biological product and a device, a drug and a biological product, or a drug, device, and a biological product. According to 21 CFR 3.2(e)[1], a combination product is defined as: 

  1. A product comprised of two or more regulated components (i.e., drug/device, biologic/device, drug/biologic, or drug/device/biologic) that are physically, chemically, or otherwise combined or mixed and produced as a single entity;
  2. Two or more separate products packaged together in a single package or as a unit and comprised of drug and device products, device and biological products, or biological and drug products;
  3. A drug, device, or biological product packaged separately that according to its investigational plan or proposed labeling is intended for use only with an approved individually specified drug, device, or biological product where both are required to achieve the intended use, indication, or effect and where, upon approval of the proposed product, the labeling of the approved product would need to be changed (e.g., to reflect a change in intended use, dosage form, strength, route of administration, or significant change in dose); or
  4. Any investigational drug, device, or biological product packaged separately that according to its proposed labeling is for use only with another individually specified investigational drug, device, or biological product where both are required to achieve the intended use, indication, or effect.

Alignment with current FDA regulations is thereby necessary to prevent a violation of the Federal Food, Drug, and Cosmetic Act. Thus, it is critical for companies to understand the regulation as it relates to the Pharmaceutical Quality System (PQS), because the existing operating procedures need to incorporate additional elements that are unique to medical devices.

_____________________________________________________________

[1] http://www.fda.gov/CombinationProducts/AboutCombinationProducts/ucm118332.htm


Gap identification in the Pharmaceutical Quality System, compared with FDA regulatory requirements for Combination Product CGMP

At Enterey, we understand that implementing changes to an existing Quality System requires planning, time, and expertise. To avoid Health Authority action due to non-compliance, and to establish a PQS that is appropriate for the development and manufacture of combination products and constituent parts, a pharmaceutical company needs to fully assess current operating procedures in the context of the new FDA regulatory requirements. Subsequently, a transparent risk-based Quality System gap assessment determines the overall strategy to fill the gaps between the CGMP and the PQS. Depending on the high-risk focus areas, especially noting a review of purchasing controls (21CFR820.50), workstreams should be developed with the overall goal to incorporate key elements of the device regulations into the global Pharmaceutical Quality System.

To ensure full compliance with the FDA requirements as they relate to combination products and constituent parts, a company needs to implement the appropriate changes in an efficient and timely manner. A successful gap identification and remediation strategy promotes a reliable manufacturing process, which creates a harmonized global Pharmaceutical Quality System that is compliant with current Health Authority regulations. At Enterey, we find that filling the gaps not only includes supplemental Standard Operating Procedures (SOPs), but also changes the company mindset to ensure employees are trained on the rationale behind the new processes. Ultimately, the change in organizational mindset will support the incorporation and maintenance of device requirements across all documents, processes, and systems, and ensure a successful pipeline with the manufacture of a reliable product for the patient.

For inquiries on how this might apply to your business, call Enterey (800) 691-2349.



 

Tags: Enterey News, Combination Product

Employee Spotlight

Posted by Tita Tavares on Wed, Oct 28, 2015 @ 05:30 AM


Ryan Coughlin - Regional Director of Business Operations

Coughlin_Ryan_-_Web_Photo.jpg

From a background in the United States Marine Corps, with 22 years as an infantry officer, Ryan Coughlin gained his strategic planning experience in the operations management sector. During his time as Lieutenant Colonel, Ryan honed his project management credentials by working with senior executives and facilitating the leadership decision-making process.

After years in the Combined Arms, Ryan knew he was ready for a new venture. He targeted the biotechnology/pharmaceutical industry, knowing that he could apply his strategic planning background and use the same principles as military planning (with a “slight” adjustment in terminology!). Consequently, Ryan joined Enterey in 2012, and brought a new perspective to the growing company.

 

The transition to a new industry brought Ryan a well-received change. From working in the Marine Corps to global pharmaceutical clients, he continues to learn and grow every day. Ryan often quotes Winston Churchill, “Success consists of going from failure to failure without loss of enthusiasm”.

Achievements

Ryan’s greatest achievement is his ability to consistently progress through a wide range of challenges, which is driven by his keen ability to ask the right questions. Thus, Ryan ensures each team achieves the business objective by facilitating difficult discussions and applying a streamlined approach to problem-solving. In his most recent project, Ryan successfully led a project team to align cGMP for Combination Product and Devices in the client’s Pharmaceutical Quality System. This included incorporating specific elements of the device regulations into the global PQS, including the remediation of identified compliance gaps. The biggest challenge (and the greatest reward) was the change management, which required a shift in company mind-set to incorporate and maintain the requirements of device manufacturers.

Previously, Ryan led a Shipping Qualification Initiative for the same global pharmaceutical company, with the objective to ensure qualification of all shipping methods globally, regionally, and locally. Ryan identified that there were different interpretations of the Standard Operating Procedures (SOP) across the business’ network, and subsequently supported the request for project funding from the Business Management Team. Ryan managed the project through completion, with the key deliverable of responsibility handoff. More specifically, Ryan’s team enabled the individual sites to implement the SOP protocols by ensuring successful completion of the implementation planning requirements. As a result, Ryan closed out the initiative with the Business Management Team’s formal approval and endorsement of the site’s continuous operations.

As highlighted by Ryan’s project achievements, Ryan continues to build on his strategic planning experience, accepting new challenges with clients as well as internal projects. He is delighted to grow in parallel with Enterey, as the Regional Director of Business Operations in Southern California, and hopes to expand the client base in Chicago and Northern California. Throughout his career, Ryan’s unwavering dedication is consistently inspired by his love for his wife and kids, as they remain his constant motivation for all he hopes to achieve in his work and his life.


 

Tags: Enterey News

Reframing Human Error

Posted by Tita Tavares on Wed, Jun 24, 2015 @ 11:09 AM


From the CEO

Has your company experienced any negative consequences due to human error? 
Statistics indicate that human error remains a major cause of failures in pharmaceutical, biotech, and medical device manufacturing facilities, despite increasing automation.

The consequences of these failures are many, including:

  • Potentially fatal patient safety issues
  • Costly production issues, including batch failures, product recalls, supplemental quality testing, and increased employee training
  • Expensive penalties and even criminal charges due to regulatory noncompliance
  • Damage to brand image, reputation, and consumer confidence
Anchor 

The typical response to human error is counselling or re-training; however, at Enterey we have found that neither of these actions succeeds in adequately preventing recurrences, because human error is NOT the final root cause of the majority of manufacturing deviations. The truth is, in most cases, issues identified as “human error” are influenced by a systemic problem¾not just a human problem.

In this issue, Enterey consultant Cindy LeBeau discusses a better approach to combatting the issue of human error. She’ll also review a case study that demonstrates how she and her client team were able to help a drug substance manufacturer dramatically reduce manufacturing deviations that were originally attributed to human error.

If you have issues surrounding manufacturing deviations that you believe are due to human error, call me at 800-691-2349. We might just be able to help your organization reduce its human error-related issues.

Mike Ferletic, CEO

Ferletic_Mike_-_Web_Photo_Crop


The Retraining Reality

Shifting the mindset is more effective than retraining in preventing human-error recurrence
By Cindy LeBeau, Senior Consultant 

Human error has become a hot topic in pharmaceuticals.  Companies are spending hundreds of millions of dollars each year due to human error related discrepancies. According to a survey of BioPhorum member companies, more than 50% of manufacturing deviations are attributed to human error[1]. The most common corrective action set is to retrain the people involved; however, according to the same study, this approach does not sufficiently eliminate the problem, and the errors are repeated 47% of the time.

Anchor 

Retraining employees is often ineffective for eliminating manufacturing deviations because in most cases, human error is NOT the true root cause of the issue.

Why do human errors occur?

People are the apparent cause of a number of manufacturing deviations due to: acts of omission; memory lapses, slips and trips; distractions in the workplace; and incorrect decision making. At Enterey, we believe that, more often than not, there is a deeper root cause of human errors, which can be attributed to the following non-human, or systemic, issues:

  • Process: Process issues arise due to such challenges as complex or poorly designed SOPs, lack of system safeguards, and procedural variability.
  • Technology: Technology issues arise from non-robust systems and/or insufficient or poorly performing equipment.
  • Work Environment: Examples of work environment issues include interruptions and distractions in the workplace, insufficient resources to perform the procedure accurately, and/or employees carrying too large a workload.
  • Culture: A culture that emphasizes finger-pointing and does not make problem-solving the main priority is doomed to experience the same issues over and over again.

 

A Better Answer to Human-Error Prevention

Due to the high number of recurring human-related errors, regulatory agencies are pushing for a more formal approach to human error reduction. At Enterey, we have found that the following three changes can have a significant effect on the recurrence rate of manufacturing deviations.

  • Determine the TRUE root cause. We’ve helped clients to train operations staff members to perform deep root-cause analyses, evaluate frequency vs. severity, and recommend more impactful corrective actions. These operations people then clearly communicate the results of the assessment to the quality team.
  • Shift the mindset. Most employees have no desire to make errors that could potentially endanger human life or damage their employer’s reputation. The team performing deep root-cause analyses should always maintain the assumption that manufacturing deviation is more likely the result of a systemic issue than true human error. In fact, more often than not, there are multiple causes for a deviation.
  • Increase positive communication and reinforcement. Recognize and even reward employees who have made a difference by helping to resolve manufacturing deviations. Set organization improvement goals and reward the entire organization when these goals are achieved. 

When a company is less inclined to point fingers and more inclined to find the true root cause of an issue, employees generally become more proactive in revealing key information when root-cause assessments are performed. Creating a system that rewards employees for reducing manufacturing deviation can galvanize an entire organization toward a culture of continuous improvement.

 

Click Here to Read Our Current Human Error Project Brief 
Published by Enterey Communications Team

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4 Rules to Facility Start-up. Check Out Rule #1

Posted by Tita Tavares on Fri, Apr 17, 2015 @ 09:56 AM

A blog reweind:
Rule #1: Don’t lose the forest for the trees

Manufacturing facility start-up is a fact of life in the lifecycle of any biotech, pharmaceutical, or medical device company.  Whether it be a parent company that does manufacturing in house or a CMO, at some point in time during the lifecycle of a life sciences company a manufacturing facility will need to be built/acquired in order to manufacture the product.  When it comes to growing life sciences companies that have focused on small scale R&D type manufacturing, large scale facility start-up can seem like a daunting task.  To be sure, facility start-ups are large scale, complex projects that require careful coordination between multiple stakeholders both internal and external to life sciences companies.  However, the task can be much more manageable and much less daunting if you keep in mind these four simple rules.    

1)      Don’t lose the forest for the trees  

2)      Keep your air in balance  

3)      Remember Humpty Dumpty  

4)      The law of “The Jungle”  

Now you’re probably thinking, “What in the world do these 4 rules have to do with facility start-up?”  Over the next four weeks we’ll explore what each of these rules means and how they can set you up for a successful facility start-up.  We will start with the rule that is probably easiest to interpret:    

Don’t lose the forest for the trees”This oft used colloquialism is especially apropos of a start-up.  Due to the inherent complexity of start-ups there is a tendency to want to detail every activity and put it in a project plan so that nothing “slips through the cracks.”  While it is certainly beneficial to have a detailed project plan it is important to keep in mind that it must have an APPROPRIATE level of detail – that is, be detailed, but not too detailed.  Let’s explain further.  

It easy to understand why having too little detail allows for things to be missed since a lack of detail inherently implies that something is missing.  But how can too much detail be negative?  Often times an overly detailed schedule leads to too much schedule management (which is a non-value added activity) and detracts from project execution which is value add.  But even in the case where there are sufficient resources to manage a schedule, “over detail” leads to a false sense of security that everything is in the schedule and therefore nothing has been missed when something important truly is missing.

Take a look at the following 2 pictures as an example of this principle:

Facility Start-Up Pixel      Facility Start-up Mona Lisa

Suppose you were told that the picture on the left was an art masterpiece and you were asked to identify it.  You are unable to, because there is too much missing; there is not enough detail.

Now take a look at the picture on the right.  At first glance you may still feel like there still isn’t enough detail in order to identify it, but try stepping back from your computer screen.  The farther back you go the clearer the picture becomes until it is easily recognizable as Leonardo da Vinci’s Mona Lisa.  The picture on the right has an appropriate level of detail for you to recognize it for what it is and your facility start-up project plan should do the same.

You don’t want your project plan to be so simple that no one on the project team recognizes it as a project plan but you also don’t want to require so much detail that you are unable to take a step back and see the forest for the trees.

For more fun examples of “appropriate detail” go to:
http://www.moillusions.com/2010/11/our-brain-is-truly-wonderful.html

Published by Carlo Odicino | VP, Operations

 

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Next blog:
4 Rules to Facility Start-up. Keep Your Air in Balance Rule #2

Tags: Facility Start-up, Start-up Biotech, Lifecycle of Pharmaceautical Company, Lifecycle of Biotech, Lifecycle of Medical Device, Manufacturing Facility, Small Scale R&D type Manufacturing, Appropriate Detail, Project Plan, Project Execution

Let It Run: Project Portfolio Management

Posted by Tita Tavares on Thu, Nov 13, 2014 @ 03:06 PM

 PPM Enterey

Let It Run: Project Portfolio Management

When a crew team “gels”, a perfect finish is on the horizon. “Let it run,” is what every coxswain wants to call out as they skim across the line; driving towards favorable results. Just like the role of a coxswain is crucial to the synchronicity of the crew members, project portfolio management is important to project teams. Project portfolio management (PPM) equips businesses with the ability to centrally track the progress of all projects as a strategic portfolio. In parallel, a strong project management office (PMO) offers a competitive advantage, and also ensures all projects are in alignment with the organizational objectives.

Benefits of PPM Include:

 

Forecast

 

Clear understanding of project portfolio requirements frames a long-range plan to completely leverage resources, provides flexibility in maneuvering the budget across the portfolio, and helps create contingency plans to reduce risks.

Prioritize

 

Using prioritization principles ensures focus on projects that are well-aligned with organizational strategy.

Eliminate

Identifying low-value projects at an early stage in the project lifecycle decreases required resources and helps resolve potential budget pressure.

Track

Creating a metrics dashboard and progress reporting processes maintains adherence to business objectives while increasing productivity, on time performance, and ultimately improving the portfolio value.

Optimize

Defining and extending best practices across the business reduces inefficiencies and increases communication.  Automating workflows can also help create a consistent approach across the portfolio. 

Govern

 

Formal project portfolio oversight allows visibility into resource allocation and provides a unified view of the overall business within a specified framework of governance and control.

Although project portfolio management can create significant efficiencies when effectively implemented, initiating a PMO strategy can be overwhelming.

The first step is to assess the current state of projects. The next objective is to create integrated business practices and processes that enable a single portfolio framework, where all project teams and data points are unified in a formal organizational solution.  Notably, the most challenging aspect of PMO implementation is the change management involved in updating roles and responsibilities to create clarity and ensure adherence to the new processes.

One way to increase the success rate is to entrust the management of your PMO implementation effort to an experienced consulting group, like Enterey.  When the PPM is fully effective, the business can easily evaluate the overall portfolio, as well as individual projects, to ensure that resources are properly allocated, metrics are continually tracked, and the return on investments is optimized with rigorous adherence to the project portfolio management objectives.

The strategy of success is heavily reliant on a stable PPM. Get a plan in place and “let it run.” 

 

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Published by Enterey Communications Team

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Tags: Project Management, PPM

Disaster Recovery Plan: Ready, Set, Recover

Posted by Tita Tavares on Wed, Oct 15, 2014 @ 11:15 AM

Disaster Recovery Plan:
Ready, Set, Recover 

Disasters happen. Although it’s impossible to reliably predict them, you can be prepared by equipping your business with a proper disaster recovery plan so you can get back on your feet as soon as possible after disaster strikes. 

It’s not hard to see why disaster planning is so overwhelming. There seem to be innumerable different things that could happen: so how do you plan for them all? Enterey recommends a framework of analysis and prioritization, creating specific plans for the most probable and severe possibilities.  This work can be done on the leadership level for company-wide preparation, and each core process or department should also follow the steps below to create detailed sub-plans. A more general recovery framework can be prepared as a backup to cover a wider scope of potential issues.

Recovery planning creates documents that detail the process in which your organization will recuperate from various types of disasters, whether low-impact or catastrophic events. Disasters can affect different departments, can be a multifaceted problem depending on the origin of the disaster, and can require a triangulation approach for recovery.

The objective of planning should be in alignment with your overall business goals to ensure effective implementation. Be sure to review your documentation regularly.

A Step by Step Process

Disaster Recovery Enterey 
 
 

  1. Assess risks within your business and determine the most likely and the most severe sources of failure in event of a disaster.  Scoring the risks on these two dimensions will provide input to Step 2.
  2. Establish priorities by multiplying the likelihood and the severity scores of possible risks to generate a comprehensive risk priority score.   
  3. Determine recovery strategies that will get your business up and running on a temporary basis as soon as possible.  Those with the highest scores in Step 2 will need a full mitigation and/or recovery plan, ensuring that processes critical to your business are covered in an emergency.
  4. Set a recovery timeline emphasizing priorities first, and then create separate secondary process timelines; ensure the timelines get your core business back on track with a long term goal that you can work towards.  
  5. Document the plan and store it in a safe, accessible place so that it is on hand and ready to use in the event of an emergency.
  6. Test the plan to ensure that everyone knows what to do and that the backup systems work. Continue to review and update the plan as necessary.

Is your company prepared for disaster? Plan now for a better recovery later.      

 

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Tags: Disaster Recovery Plan

Meet With Enterey's Quality Experts at 2014 PDA/FDA Conference

Posted by Tita Tavares on Thu, Sep 04, 2014 @ 11:24 AM

SOURCE: Enterey, Inc. Life Sciences Consulting

Enterey, Inc. Life Sciences Consulting

September 04, 2014 13:37 ET - Live on MarketWired

Meet With Enterey's Quality Experts
at 2014 PDA/FDA Conference

The Exhibitor at Booth 19 With a Giveaway You Won't Want to Miss

IRVINE, CA--(Marketwired - Sep 4, 2014) - Enterey Life Sciences Consulting invites you to visit booth #19 at the 2014 PDA/FDA Joint Regulatory Conference in Washington, D.C., from September 8-10. Enterey consultants with proven experience in Quality and Manufacturing will be available to discuss methods to improve compliance and efficiency. The three-day conference -- which aims to connect Quality, Science, and Compliance professionals -- will highlight topics including the FDA's views on the future of manufacturing, quality and compliance in the pharmaceutical industry, and innovations to address regulatory challenges in R&D and Manufacturing.

Enterey will be represented by President/CEO Mike Ferletic, Consulting Director Austin Srejma, Consultant Jennifer Wheeler, and Business Development Leader Beth Boone.

Enterey founder Mike Ferletic has nearly two decades of experience consulting in the life sciences. In addition to project management and process improvement, Mr. Ferletic is an expert in GxP technology solutions. He has led efforts across the industry to select, validate, and implement processes around systems including Quality Management Systems (QMS), Enterprise Resource Planning (ERP), Laboratory Information Management Systems (LIMS), and Learning Management Systems (LMS). He also has in-depth experience integrating companies, sites and systems in support of mergers and acquisitions.

Austin Srejma is a consultant whose expertise centers on crafting structured and repeatable processes in Quality and Manufacturing to increase accuracy and compliance, reduce timelines, and deliver lasting organizational improvements. Her latest work has included designing and implementing a Project Management Office (PMO) for the regulatory group of a global pharmaceutical manufacturer. She recently received formal accolades from a client for delivering redesigned risk management processes and improving plant inspection readiness at a biotechnology site. 

Jennifer Wheeler brings outstanding business experience in the biotechnology and medical device industries. Her current focus is on harmonizing global product release business processes for a major biotech manufacturer and facilitating the creation of new global standards documentation. In support of this effort, she has worked cross-functionally to meet internal and external requirements, assure regulatory compliance, and support the timely delivery of products to customers. Ms. Wheeler also has experience in FDA, EPA, SOX and ISO certification audits. 

As an additional incentive you won't want to miss, conference attendees who visit to discuss current regulatory issues will be entered to win a top-of-the-line Go PRO Hero 3+ Black Edition™. "Go Pro" with Enterey to get zoomed in on your goals with experts focused on you.

Enterey was founded in 2002 and specializes in management consulting and process improvement for the biotech, pharmaceutical, and medical device industries. Focusing on operational excellence and project management best practices, Enterey drives value to initiatives focused on reducing risk, increasing efficiency and improving compliance.

 

CONTACT INFORMATION

  •  

    Tita Tavares
    Enterey Life Sciences Consulting
    (800) 691-2349
    Email Contact

Tags: FDA, Regulatory, Enterey News

Enterey Helps in the Fight Against Childhood Cancer

Posted by Tita Tavares on Fri, Aug 22, 2014 @ 11:24 AM

Enterey Helps in the Fight Against Childhood Cancer
Runs the San Francisco Half Marathon for Alex’s Lemonade Stand

 Enterey Team Lemon SF Marathon


As part of the Enterey Gives Back initiative, 8 spirited and driven Enterey employees calling themselves “Team Lemon,” ran the infamous San Francisco Half Marathon on July 27, 2014, to raise money for Alex’s Lemonade Stand Foundation (ALSF). Created in 2000 by Liz and Jay Scott, the parents of Alexandra Scott (1996-2000), a 4-year-old who battled neuroblastoma, ALSF has raised over $80 million for cancer research in Alex’s honor. Enterey set out to raise $2,000 for the cause.

In the spirit of giving back, Team Lemon laced up their running shoes and took their places among 5,000 fellow runners on the scenic, yet challenging, San Francisco course.   The route started at the Embarcadero Ferry Building and took them through Presidio to the Golden Gate Bridge, ending in Golden Gate Park.

Overcoming an injury to complete the half marathon, Enterey Consultant and Team Lemon member Jennifer Wheeler expressed feelings of relief and gratitude: “Completing the half marathon was a huge accomplishment because I doubted I could ever physically run an endurance race again.” But she pushed on, and so did the rest of the team.

“At around 22 miles, I was deliriously happy that I could still keep moving,” said Alicia Mejia, Enterey Consultant and the only Team Lemon member to run the full marathon. “But every painful moment was worth it!” In fact, the team more than doubled their fundraising goal, bringing in an impressive $5,250 toward the fight against childhood cancer!

With the success of Team Lemon in the San Francisco Half Marathon, the company plans to continue the Enterey Gives Back campaign. Enterey CEO and Team Lemon participant Mike Ferletic acknowledged the team, saying “I was proud of our fundraising team for their efforts, which led to a contribution of over $5,000 to ALSF in our inaugural event, and I look forward to continuing our support of ALSF's efforts to find cures for childhood cancers.”

Join us as we continue to raise money for the Alex’s Lemonade Stand Foundation by visiting Enterey’s Team Lemon website!

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Published by Enterey's Marketing & Communciations Team

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Tags: Enterey News, Enterey Gives Back, Alex's Lemonade Stand, Enterey Team Lemon

Cloud-Based Solutions for Effective Project Management

Posted by Tita Tavares on Wed, Jun 25, 2014 @ 11:33 AM

Project Management is an integral part of any successful business.  In PMI’s Pulse of the Profession Report 2014President and CEO, Mark Langley notes, “Organizations that are highly agile, nimble and able to respond quickly to changing market dynamics complete more of their strategic initiatives successfully than slower, less agile organizations (69 percent versus 45 percent). But only 15 percent of organizations report high organizational agility.”  

So where does agility come from? Being agile can mean that you are always prepared for what’s coming at you. We’ve previously shared with you how to prepare yourself and your team for a project in the Enterey blog library, The Five Critical Areas of Project Management.  Now we’re going to show you how you can use modern technology to enhance the different components of your assignments. 

 Project Management Enterey

Basecamp – “The Project Plan”

www.basecamp.com  

The initial steps of a project establish the foundation that enables your team to complete the task.  Basecamp is one of the most reliable resources for any project start-up. 

Basecamp provides:

  • Templates to quickly begin a project

  • File-sharing for documents, images, and designs

  • Easy client communication

  • Comprehensive communication among your team

 

Lighthouse – “Goal Setting with Ease”

www.lighthouseapp.com  

Establishing goals and creating deadlines allows for efficient use of time.  It’s important in project management to keep track of progress.  Understanding how much you have accomplished and the amount of work left to be done enables a coordinator to properly manage his or her assets.  Lighthouse effectively attacks this issue with its multiple features.

Lighthouse provides:

  • An activity stream to keep you updated

  • Ticket tracking

  • Milestones and progress reports

  • Available online documentation

 

Wrike – “The Collaboration Tool”

www.wrike.com  

No matter the objective, a team needs to have a common platform to communicate through.  Wrike is a real-time collaboration tool that incorporates new colleagues quickly into any project.  Its simple user-interface is perfect for novice project managers.

Wrike provides:

  • All data in 1 spot

  • Instant project updates

  • Integration with email

  • Accessibility through Google Apps

 

Redbooth, formally Toolbox – “The Data Management Tool”

www.redbooth.com  

Social networking isn’t only useful for keeping in touch with old friends; it has a powerful presence at the work place too. No site better understands this than Redbooth.  Redbooth incorporates social collaboration functions into project management for personal and corporate use. 

Redbooth provides:

  • Various communication lenses

  • Document sharing and storage

  • Visible activity streams, conversations, images, and videos

  • Assignment status’

 

BrixHQ – “Sustainability”

www.brixhq.com  

One of the characteristics of humans is being capable of learning from the past.  With BrixHQ, you can do just that through its comprehensive data arrangement.  BrixHQ utilizes graphs and charts to cohesively communicate the status of projects.

BrixHQ provides:

  • Clear representation of project status

  • A Gantt Chart that uses graphs to express tasks and their standings

  • Customizable data reports

   

Technology is expanding rapidly, so don’t get left behind.  Join the thousands of companies that are already integrating web based solutions into their systems and increasing their efficiency.  All of the stated solutions have multiple applications that cross-over and fulfill the needs of project management taking your business virtually everywhere.  

There are a vast number of platforms that can aid you with just about any conceivable step of a process.  These are just some of the contenders for the most effective SaaS providers; still we encourage you to search for the application that is most compatible and affordable with your plans.  Keeping a simple and concentrated work platform is the key to a successful and efficient business.  

 

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Published by Enterey's Marketing & Communciations Team

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Tags: Project Management