Everyone seems to be hyping Big Data right now. I think we’ve reached that slightly scary point where CEOs are aware of Big Data and are beginning to think it a panacea for all business ills. But I’m asking the question: what’s the big deal with Big Data?

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”?

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.

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

Pic courtesy of mmarote - http://bit.ly/dAATu6

There are many questions that a product manager needs to ask to determine the best course of action or to analyse underlying motivations. Of them, I use the following three questions most often:

1. So what?
2. Why?
3. What’s stopping us?