Comment: What actually happens to Good Intentions

In Usability is dead, long live Product Value, Gilbert Cockton wrote:

"What is needed for all product development, whether commercial, public, social, communal or otherwise, is a clear statement of intended product value that can be used to systematically derive targets for quality in use and fit to context."

Gilbert's right that you need to focus on product value. But usable products only happen when teams maintain that focus in the face of difficulties. Here's what actually happens, all too often (and I apologise in advance for the cheeky tone - you have to laugh about this, or else you'd cry)...

Someone has an idea for a new / improved product.

They tell an important person how it will make life great.

The important person gives them the resources to let them build it. As they are building it, problems arise. People become impatient. Pressure mounts. More resources are required. 'When are you going to finish?' asks the important person. Suddenly, delivery becomes the goal.

The people building the product don't want the important person to think they're wasting his/her resources. They cut corners in order to get something delivered. They finish the product - under spec and under performing but they have something to show the important person.

'Was the project a success?' asks the important person. 'Oh, yes,' everyone replies. 'As you can see, we've delivered the product.'

Now at this point, ideally measures will be made and analysis of fit will be carried out. But that's not what happens. What happens is this:

The important person is dubious. But he's let the people building the product have more time and money than they asked for. If he turns around and says 'it's crap' then he'll look like a fool. So he just nods.

The people managing the people building the product know that it's crap. But they keep quiet, because they've spent all this money and they don't want the important person to get angry.

The people building the product know that it's crap. But they only tell each other this (not their managers or the important person) because they know they'll suffer if they make life difficult.

Then someone comes along and says 'Hey, let's measure it, to see how it performs'.

'Nice idea. Now get lost!' comes the reply from all quarters.

--

That's the real reason usability people get a bad name - because they show everyone else up, and look so bloody smug about it!

And it's the reason why usability only works if it's embedded in the culture of project teams and organisations (everyone's responsible).

So, you do need a policy. The policy says:

'Everyone must be involved in testing. They must test early, test often, test comparable alternative products, test using [these] techniques, measure [aspects which drive value] when they test' and track changes to these measures over the project duration.'


Anyway, I totally agree about focus on aspects which drive value. It's just that teams that are under pressure tend to look inwards, trying to minimise the risk to themselves, rather than keeping their focus on maximising the gains for the users.

Clear policy, intelligent doctrine, strong culture, focused leadership - that's what you need to build usable products.

Giles Colborne Director, cxpartners. President of the UK UPA

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