You're right -- it's *not* your fault!
Here's what we see happen all too often:
-
there is a budget and plan for meeting user needs
and achieving good usability
-
usability experts and testers give largely
valid input
-
managers don't find it possible to act on that input
The outcome
-
important things don't get done
-
the project delivers a less than usable product
-
projected business benefits do not materialise
The reasons
-
the needed user-centred design work has not been integrated into the
development process
-
usability people have not
related
effectively with the decision-makers
-
managers have viewed usability work in terms of costs and
delays, rather than net benefits
It can be tricky to manage usability improvement at the
best of times. In these cases the result can be disastrously
costly.
And all for the want of better
usability management...
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