What makes HoloCare successful?

A culture for sharing
HoloCare has a strong culture of sharing. To effectivly scale a project, a culture of sharing is important to ensure an overall quality across the different HoloCare projects.

  • Collaboration
    Since its incubation, the success of HoloCare has depended on collaboration between all team members and participants at the hospitals.
  • Asking for assistance
    The HoloLens is still not an easily available device and the field of mixed reality is still under development. This makes knowledge personal and therefore all project members are expected to help each other and more importantly ask for assistance. There are several measures that have been sat in place to ensure that the threshold for asking for help is low across locations.
  • Sharing code, assets and foundations 
    One of the guiding principles of HoloCare is a common, shared code base. This essential for rapid development and increasing speed to market. The code, assets and foundations are to be shared across projects.

A culture for understanding 
The success of HoloCare depends on a good understanding of the user’s needs. This includes an understanding of what tools the clinicians need in their work and an understanding of the context these tools will be used in.

  • Co-location
    Locating the team in a close proximity to the hospital is an efficient way of securing that the whole team gets a chance to experience the working evironment of the clincians through observation.  The clinician’s schedule is often busy and unpredictable, which makes it challenging to plan meetings. Co-location eases collaboration and allows more flexible meeting points with the clinicians.
  • Active participation
    The project team members are expected to participate in activities at the hospital. This to create common understanding of the user needs and context they occur in.
  • Common understanding of value
    HoloCare is an interdisciplinary project. Because of the various actors involved in the process, the understanding of what constitutes a valuable product may vary. An early version of an application may be experienced as valuable by the development team, while being deemed as not valuable by the clinicians if the deliveries could not result in a product they could use right away. It is therefore important to manage the expectations of everyone involved in developing and testing the applications.