It's easy to get caught up in the promise of new technologies and lose sight of the fundamental issues that make a product successful. By listening to the questions venture capitalists pose when reviewing new products we can develop a checklist to assess the viability of a new product idea.
Until usability gets embedded in the processes of your company, you'll probably find you need to justify the investment. Fortunately, usability initiatives deliver a major return on investment: it's not unusual for usability projects to return benefits of 5-10 times their cost in the first year alone.
Before you can implement a usability initiative in your organisation, you'll need to convince your manager it's worthwhile. The obvious approach is to use a cost-benefit argument, but experience shows that this approach often fails because many managers find the data unconvincing. An alternative approach is to tailor your argument based on your manager's MBTI personality type. This approach generates many different ideas for selling usability within your organisation and is much more persuasive.
Trying to embed usability in an organisation needs more than persuasive, logical arguments. You also need to appeal to managers' emotions and political ambitions. This article describes five successful strategies that we've seen work in companies large and small.
This Excel spreadsheet provides a test to help you measure the "customer-centredness" of your organisation.
These stencils will help you communicate user-centered design activities and proposals to clients and development teams.