Wearable Health Monitoring: What’s Needed, Getting Started
4 Factors To Consider, 4 Options For Getting Started In In Wearable Technology
You can’t get closer to the members of your healthcare organization than having them wear your product on their body! And since doctor interactions are relatively infrequent in the life of your customer – a healthy individual averages only 10 minutes per year in front of a doctor’s stethoscope — you can’t get a more steady overview of a person’s general health, with statistical analysis, than with Wearable Health Monitoring.
If a “healthy” patient “suddenly” needs emergency care, this is bad for them, and bad for the healthcare provider company. The patient and healthcare company now have to deal with an escalated problem.
These remarkable devices have started showing up more commonly as products like Fitbits, Polar and the Apple Watch expand in popularity as “consumer grade” products. However, healthcare is quickly moving towards “clinical” grade devices, such as glucose-monitoring already approved by the FDA, and similar kinds of wearables. As sensors and big data technology becomes more sophisticated, both categories are changing healthcare delivery, and medicine.
What do you need to consider for Wearable Health Monitoring?
4 Points Of Focus
People are complex, and getting product adoption can be tricky. Here are 4 criteria for engagement of Wearable Health Monitoring:
1) The Device— Make the device comfortable, and well-fitting. Nice design, to make it palatable, is also of high consumer value.
2) Engage The User — The interface must be designed to engage the user and create new habits and behaviors… not just provide data to them or the healthcare providers. Daily cues adapt to the user’s behavior, and strong consumer-oriented-needs thinking and software programming is the magic behind it.
3) Social and Community Motivation — When social media is tied into the use of these new technologies, user interest increases. People see what others are doing, and many get motivated to work harder at meeting their goals, and the goals set via technology feedback.
4) Support Their Goals With Feedback — Along with text messages, Apple Watch and Fitbit use haptic pulses to – literally – poke the user. It’s a visceral reminder — that‘s not too intrusive — that creates a strong impression over time.
Using Wearable Technologies
And Getting Started
You need to consider a number of factors:
- The need and purpose — understand your customer, using personas, then do the research to investigate what they want and how to deliver it
- The device concept — what’s the scope of it, what does it do, is it positioned to have a sized focus, or will the idea grow over time?
- Adequate Infrastructure — it’s got to work when the user puts it on. It’s hard to change opinions once they’re set, and you want to develop success with the product from day one
- Data collection
- Big Data Analysis
- Quality Assurance
- Agile methods (speeding production)
- Adapting to change (data analysis)
Now that you’ve got that overview,
are there options for getting started? Yes.
Product Scope — You might have a clearly-developed concept, thought through from start to finish. In which case, you move into action steps to produce it, and would consider the criteria noted above (Digital Transformation Consulting)
Your Product Or Theirs? — You might look for partners, and build it with them, to their criteria. Some industry analysts say 30% of your focus should be on finding these partners. Your own situation may be different, and your product focus overall may be more specific.
Roll Out & Update — Some wearable products need to be a total solution, out of the box. Others can have modules completed, promised, and added later. We advocate Agile development processes, that expand capacities… and improve existing functionality. Look to active users of your device for feedback, they’ll likely be able to tell you what they “wish’ your device would do for them.
Closing Thoughts On Development?
When you’re rolling out a product, and testing it in the marketplace, you want to do a good job on Version 1. So do that. Usually that means focusing on what’s most important. You may add features later, and likely that will be refined from user feedback.
The MoSCoW approach to prioritization originated from the DSDM methodology (Dynamic Software Development Method), which we really like.
MoSCoW is a fairly simple way to sort features (or user stories) into priority order – a way to help teams quickly understand the customer’s view of what is essential for launch and what is not.
MoSCoW stands for:
Must have (or Minimum Usable Subset)
Won’t have (but Would like in future)
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Bala Guntipalli is VP of Technology & Operations at TechVelocity Partners, and loves frameworks and accelerators. TVP brings technology and management professionals smarter IT development in 5 important business categories, with 3 key differentiators. And our areas of expertise include Software Development… Big Data Analytics…IT Infrastructure…Quality Assurance… and Agile Consulting. And our team has produced the wearable technology of the future. You can visit our website to find out more about “Your Smarter IT Trajectory.” (www.TechVelocityPartners.com)
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