IT project failures are unfortunately quite common – a recent survey by cloud portfolio management provider Innotas revealed that over 50 percent of businesses surveyed had experienced an IT project failure within the previous 12 months. A successful laboratory informatics project can be especially difficult to achieve, given the complex processes and technologies used in the laboratory environment. The success of a laboratory informatics project can be defined in terms of the delivered solution being on time and within budget, meeting all requirements, and ultimately resulting in a high level of system satisfaction, adoption, and utilization by the laboratory and supporting staff.
A global contract research organization (CRO) specializing in clinical research was faced with a 25-year-old laboratory informatics system (LIMS) that was central to running their core business. This legacy system had been designed in-house, primarily by the business user community, in an ad hoc manner. The system processed around 10,000 samples per day, serving about 200 users in five lab groups spanning three geographic sites. The client had tried to replace this system on two prior occasions, but these projects had failed. A decision was made to purchase Labware LIMS and try once again to replace the legacy system.
A major research-based biopharmaceutical company was working with a commercial LIMS vendor to implement a LIMS for the Biometrics department. Both the biopharmaceutical company and the LIMS vendor had project teams which interfaced closely to move the project forward.
As the complexity of the global R&D environment has grown over the last several decades, biopharma companies have found it increasingly difficult to accomplish scalable growth with their in-house team alone. This has led to the practice of outsourcing becoming commonplace as a way to reduce costs.
The economic downturn in 2008, which began with the bursting of an 8 trillion dollar housing bubble, had a substantial impact on the job market. In 2008 and 2009, the U.S. labor market lost 8.4 million jobs, or 6.1% of all payroll employment, producing by far the largest labor contraction of any recession since the Great Depression.
The Internet of Laboratory Things – a disruptive set of technologies that is changing the way innovators are managing their labs.
LIMS Selection is no small task. A laboratory information management system (LIMS) represents a central hub for managing many of the operations in the modern laboratory. Originally, LIMS were designed to be a simple sample tracking tool, enabling systematic control of workflows in regulated environments. Recent years have seen the evolution of LIMS into more of an enterprise resource planning tool that can manage multiple aspects of laboratory informatics – resource management/scheduling, assay data management, data mining, data analysis, case-centric clinical data, and electronic laboratory notebook (ELN) integration.
The project management landscape is changing. With an increased emphasis on efficiency and the advent of new and disruptive technologies, being a project manager today is more challenging than being just ten years ago. In today’s highly competitive environment, IT organizations have to contend with condensed timelines, while significant cost cutting measures are often employed to keep projects on track and under budget. Unfortunately, indiscriminate cost cutting often leads to diminished quality or performance in the end result.
Gilead Sciences, Inc. recently announced 96-week results from two ongoing Phase 3 studies evaluating the safety and efficacy of daily Vemlidy (tenofovir alafenamide, TAF 25mg) in immune active patients and in patients switching from Gilead’s Viread (tenofovir disoproxil fumarate, TDF 300mg)