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I came across a really interesting article LukeW.com, showing how making changes to the way an input form on a website increased interaction by 25 to 40%. The changes reflect the value of thinking outside-in, investing in user experience, and performance measurement.
Bonus: the idea is cool.
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Engagement – that’s what this whole product management blogging thing is about. Check out what Tyner Blain readers found to be the most engaging articles in 2009.
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Design-Free requirements are important for two reasons, and hard for two other reasons.
Design-free requirements are hard because you “know what you want” when you should be documenting “why you want it.” Writing design-free requirements can be hard when you don’t trust your development team to “do the right thing” even though it is not your job to design the solution.
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Your company is building out a toolkit to support third-party developers. You’ll need a bunch of different types of widgets – combo-boxes, text entry fields, domain-specific controls, etc. You’ve got a long list of desired controls from your customers. You’re agile. What do you build first?
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Perpetually intermediate (competent) users. Users who briefly exist as novice users and never become experts. Most of your users are competent, and you should design for them. Competent users have different needs and different expectations than novice or expert users. How do you know your user’s competency levels, so you can design for them?
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Concise requirements give your team a useful, easy to read and easy to change understanding of what must be done. Great requirements exist to do three things:
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The maturity model approach to describing organizations and processes comes and goes out of fashion. It is a repeating framework de jour. In the game of agile jargon whack-a-mole, the agile maturity model is poking its head up again.
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When defining requirements, you always start in the context of a goal – either a user goal or a corporate goal. You need to be aware of both. Having a positive user experience is important, and requires a user-centered understanding. Achieving your corporate goals might be in conflict with some user goals.
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Creating a PERT estimate for a single task is both easy and straightforward. Creating an estimate for a set of tasks is still easy, but requires a little bit of math. Combining PERT estimates for tasks is easy, but not as obvious. Roll up your sleeves and dive in.
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Blue Ocean Strategy provides an interesting reactive analysis of companies and markets. Personas are used to understand your customer’s needs. Combining the two provides powerful proactive insights when positioning your product for market success.
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These articles are written primarily for business analysts and product managers. Hopefully they help with thinking, doing, and training. Welcome aboard and let us know what you think!
