I strongly believe that all software companies should have a manifesto or a set of guidelines which set out in practical terms how they will ensure that their products are intuitive for the types of user for which they’re intended.

For product managers, even if your company or development team doesn’t “get” usability, you can build these into your product requirements and use your Quality Assurance team to check the requirements have been delivered.

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As a product manager, how do you know you’re doing your job well? This article outlines the problem with traditional metrics for product managers and offers some better alternatives for measuring success: communication, ideas, roadmapping, launch and end-of-life.

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