I’m still hunting for a replacement firewall server and some low-power desktop machines, without necessarily compromising on performance. Mind you, I’m looking for a Linux-based firewall, not a gaming machine, so ‘performance’ may be overstating things. A quick hunt on the internet later and I’m amazed by how quickly the micro PC market is continuing to evolve. I thought I’d share with you a couple of the most desirable green machines I’ve found so far.

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We product managers are a surprisingly upbeat bunch considering that we seem to spend a good proportion of our time making compromises. We very rarely get the opportunity to deliver everything we need in a product.

This shouldn’t come as a surprise, however. We very rarely have truly ultimate say-so on the scope of a project; there’s always someone higher ranking that likes to make their mark on the world. Similarly, technology has a habit of getting in the way sometimes. Or pesky compliance issues. And so on.

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Product managers can be creatures of habit. Some habits are good and give us a consistent and diligent approach. Sometimes, though, we allow ourselves to be constrained by habitual thinking, inhibiting true innovation.

How often have you found yourself thinking: “we can’t do X because that’s not the way we do things” or “we can’t do Y because we can’t change our billing system”?

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So much of being a product manager depends on successfully persuading and influencing others. Whether you’re presenting your product strategy, presenting a business case to the Board or talking with your customers, you need to demonstrate a good knowledge of your products and market to ensure that you come over as authoritative and credible.

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We’ve already covered in the previous articles what usability is and why you need to test it and what you need to do to prepare for your usability tests. In this thrilling* conclusion to the trilogy, we get down to the nitty-gritty of how to run the tests and how to interpret and act on the results.

* It all depends on your perspective

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