1. LivingLabs as Innovation Enabler – A Wearable Computing Case Study Dr. Michael Boronowsky Managing Director TZI – Universität Bremen Mobile Research Center

2. Overview  Living Labs Motivation – Some Thoughts  Innovation for Collaborative Working Environments The European Integrated Project wearIT@work  Wearable Computing and Living Labs – Synergy at Work  Hospital Case Study  Conclusions

3. Living Labs - Some Thoughts “The innovation process is not seen as any linear, sequential process, […], but more a strongly parallel and interdisciplinary process, where the technology and disciplines crossroads are the source of innovation. […] systemic innovation, […] can be fostered by real world verification environments and trials, with so called living labs”. Isidro Laso Ballesteros and Bror Salmelin. AMI-endowed Collaboration@Work. In Ambient Intelligence 237 G. Riva, F. Vatalaro, F. Davide, M. Alcañiz (Eds.) IOS Press, 2005  Innovation is a Complex Process Not only the realization of a „good“ idea Requires a network of different views and experiences  Innovation is a well balanced mixture Requires deep technological skills considering Organizational and social aspects Understanding of “real needs” and requirements from the real world are needed  Early involvement of the user is essential Already within the project definition phase

4. Living Labs Some Thoughts  User Involvement and User Centered Design long history in social science (e.g. Action Research, K. Levin, 1947) Positive effects proven by many research projects Several methodologies focusing on the intensive dialog with the end user (AR, PAR, JAD, PD, …)  However: Current State in Industrial System design (most often) User involvement is considered to be too expensive Innovation is mainly driven by technologies Technological challenges are feeding the spirit of engineering User involvement is achieved when the unions, staff association or company physicians are involved

5. Living Labs Motivation Living Labs should not be considered as pure methodology, it should be understand as an European movement!  Developing and operating strategies to “Let it Happen”  Increase the understanding for the need of a holistic user centric innovation process  Establish Living Labs as a leading paradigm for innovation - within the collaborative working environments and beyond Carried out as public private partnership Making the user a co-creator Involving and committing the important stakeholders from the beginning Create awareness and mobilize support on different levels

6. Facts and Figures of the EU Integrated Project wearIT@work  Managed by the TZI within the Mobile Research Center Bremen  Consortium: 36 partners from 14 European countries Size: (12 > 5000, 3 < 5000, 15 SME, 6 Government)  Duration of 4,5 years  170 person years of total effort (start by June 2004)  24 M€ overall budget, 14,5 M€ funded by European Union

7. The Consortium (Selected Partners)

8. Display in the field of vision Computer – worn at the body Hands free Wireless communication Information Technology at Work Wearable Computing

9. Wearable Computing and Living Labs – Synergy at Work Wearable Computing:  is practical and also by definition user centric  needs a systemic innovation process, tends to renew a complex system  is unusual, revolutionary but feasible  is fragile regarding social acceptance  requires the primary task in the “real world”  is still subject of intensive research (also fundamental) The wearIT@work-project is following the ideas of Living Lab

10. Hospital Living Lab at GESPAG Austria Research Approach  On-Site Studies in the hospital Observation of typical working days Video and audio recording were used for discussions with the end users  “Scenario writing” workshops to identify relevant application areas The morning ward round was selected  Mock-Up studies to enable user experience with “unusual” devices Head Mounted Displays, Wrist Worn Displays, Wearable Devices, Body Worn Sensors, PDA, Tablet PCs, etc.  Interview with stakeholders and feedback on observations

11. Hospital Use Case User “Pain Chain”  Online Access to patient health records Latest up to date information More efficient scheduling of resources Expected to have a more accurate and faster treatment  Decrease unnecessary paper and administrative work Stronger focus on medical issues Time for caretaking of the patients Expected to improve the recovery processes of the patients The workshops findings put a focus on the collaboration/interaction between physicians, nurses, other staff members and the patient It was understood that through wearable computing a faster and more efficient knowledge sharing could be achieved The workshops findings put a focus on the collaboration/interaction between physicians, nurses, other staff members and the patient It was understood that through wearable computing a faster and more efficient knowledge sharing could be achieved

12. Hospital Use Case User Requirements  Hands free use on demand Mode change in a short period of time  Content Display Able to present different types of contents  Patient identification Automatically identification of patients close to the physician  Voice Recordings Voice messages have to be recorded, send or processed  Device Placement In reach but no contamination

13. (Hospital Video 2’32”) Hospital Living Lab Team Doctors, nurses and IT-Departement, Gespag hospial Steyr IT-Provider, Systema System Integrator, Team Technology oriented research, UMIT Social science research, SAP

14. Hospital Use Case Findings  The system was positively perceived by the users  Feedback from the physicians addressed benefits The unobtrusiveness of the system and interfaces was a major aspect for the acceptance  The Gesture interface was seen as a good idea Implemented gestures were to clumsy and were not accepted  Stability problems of the system  The System was still to complex To many systems involved; dependencies between subsystems; inhomogeneous hardware setup

15. Hospital Use Case Conclusions  Typical ward rounds take 20 minutes for 20 patients and 1 hour work in the back office More time at the patients bed is required, The disliked office work was reduced drastically Expected increase of productivity by 50%  Experience from the first demonstrators has improved the team work System has become more stable and reliable Users provided new application areas Strong interest from user side to improve the system (e.g. find better gestures or extension of the system

16. Thank you for your attention! Contact: Dr. Michael Boronowsky TZI – Universität Bremen mb@tzi.de +49 421 218-7272 Mrs. Merkel on the TZI-Booth on CeBIT2003