1. Experts cannot assess terminology choice and evaluate task compatibility. Terminology and task compatibility account for the majority of usability problems. To my knowledge, the only effective approach to evaluate terminology and task compatibility is through usability testing and field study.
2. The importance of heuristic (guidelines) depends of the context of use. For example, is the user going their once in a lifetime? Or is he a power user going there all the time on a mandatory basis.

As I always do, I complied telling the client I will do heuristic evaluation with the help of informal usability testing instead of pure heuristic evaluation. That way, I don’t loose time explaining clients why they are wrong. I asked a few colleagues or friends to act as subjects for the informal usability testing who could be representative of the audience.

Following the evaluation, I found the design of the portal was poor but I was not surprised, I have often seen bad design throughout my consulting practice. As usual, most usability problems were associated with confusing wording, task compatibility issues and funky use of interaction techniques. Up to now nothing unusual. I went on presenting my findings. But, while presenting, the client constantly interrupted me saying this or that; we cannot change it because it is a decision from the upper management. In some cases the minister himself got involved in the design choices.

Only later, after the formal usability testing where all users failed on all tasks, I got the client to admit the design was poor. At that point they had no choice but accept my recommendations. This situation is painful because it places the management in a bad position. They were involved in poor design decisions.

More recently, a client in the airline industry told me he does not want to hear about usability because everybody has a different opinion. They often end up asking the CEO to decide. Again, I will have a very challenging consulting project because it might show the CEO made the wrong decision. Of course, I will try to find ways around it but nevertheless, it is not easy.

For many organizations, design (user interface design, user requirement, and functional specifications) is a painstaking process involving fierce battle between stakeholders. When they do not agree, they escalate to upper management for decision.

Escalating design decision that otherwise should be taken by the design team is a sure recipe for politics. If decisions are wrong, it will be uncovered sooner or later. Then, you will be in serious trouble.

How to prevent this?
If you’re an executive, never get yourself involved in detailed design aspect. Keep yourself at the goal level and let your team design solutions. If your team tries to get you involved in design deadlock, it is because they have not done their homework or they lack expertise. Your project manager might say there is a deadlock; he needs your help to move forward. He will try to reassure you by saying he will fix the usability issues later. Don’t believe that, it will never happen and you will get stuck with a poor design for years. Stress it to your team you don’t care if the screens are blue, white or yellow as long as users were able to achieve their goals rapidly, without hesitation and errors. Get an external usability company to evaluate the design of your internal team so you will get an objective assessment of the design. Don’t worry about the susceptibility of your people, there is an easy way to manage that. If you don’t show leadership, you risk to be stuck with poor design for years if not forever.

Never forget, usability equals productivity. The first reason why we use technology is to improve productivity, so good design is extremely important.

If you are member of a project team, base your design decision on facts instead of opinion. How? Learn usability best practices, build a prototype and test your design with users with usability testing. If you do not have this expertise, don’t hesitate, get and external consultant in usability.

Newton observed the apple falling and devised the law of gravity; the telescope permitted Galileo to observe planetary motions and devise new conception of the solar system; Einstein following observations from Michelson-Morley devised the theory of relativity. Today, experimentations became more costly and take longer time. Scientific evolution has slowed down by longer time to gain results from experimentation. Nowadays, complex experimental apparatuses take years to build and require large investments.

Technological innovation follows a similar path.

“The Wright brothers built and tested a series of kite and glider designs from 1900 to 1902 before attempting to build a powered design. The gliders worked, but not as well as the Wrights had expected based on the experiments and writings of their 19th century predecessors. Their first glider, launched in 1900, had only about half the lift they anticipated. Their second glider, built the following year, performed even more poorly. Rather than giving up, the Wrights constructed their own wind tunnel and created a number of sophisticated devices to measure lift and drag on the 200 wing designs they tested. As a result, the Wrights corrected earlier mistakes in calculations regarding drag and lift, though they missed the effect of Reynolds number (known since 1883), which would have given them an even bigger advantage. Their testing and calculating produced a third glider design, which they flew in 1902. It performed far better than the previous models.”

Their wind tunnel permitted a series of rapid trial and errors that would have taken them years to achieve. The Silicon Valley is a land of rapid trial and errors. There are hundreds of new start-ups with young entrepreneurs willing to try new ideas. Time between new ideas and commercial products is short. High concentration of VC, University and high-tech companies render the whole region as the equivalent of the wind tunnel for the Wright Brothers.

The essence of innovations is observation. The essence of observation is experimentation. So to increase innovation capacity, it is essential to devise new ways to shorten the time of experimentation. That being a wind tunnel or new way to finance start-up.

For more on innovation in information technology, see sketching user interface for a way to shorten time in experimentation.