I'm working in a small development group. We are building and improving our product.
Half a year ago we couldn't think about higher characteristics, such as usability, because we had so many problems with our product. Many bugs, high technical debt, low performance and other problems kept us from being able to focus on usability.
With time we've improved our process substantially. What we've done:
Real Agile iterations
Continuous integration
Testing(unit-tests, functional Smoke tests, performance)
Code quality is 'good'
Painless deployment process
So we are now producing stable, reliable releases. The following quote (paraphrased) describes our current situation:
first - make it work; after that, make it reliable; after that, make it usable
We are geeks, so we can't 'make' a great UI by ourselves.
So what should we do? What direction can you recommend?
Maybe we should hire Usability experts part-time or full-time?
How can we explain the importance of Usability to our stakeholders?
How do we convince them that this is useful?
What do your Business people say will make you the most money? Do that. Maybe usability is the next thing to do, maybe more features, maybe a different product. It's not something a "geek" will necessarily be able to guess.
I'm in the same boat as you are - I basically live on the command line, and I'm completely out of touch with the modern UI (both web and desktop application).
The solution for me was using a real UI developer for all my GUIs, and I just live in the back-end as it were.
There are quite a few benefits of this arrangement:
You don't have to debug your own crappy UIs anymore :) that's their job, and they're better at it than you, so no worries.
Your code will naturally gravitate to a MVC or at least tiered API approach, which is easier to code against for all parties involved.
Good UI people know what questions to ask end users, and know when those users don't know what they're talking about. I certainly don't have that skill.
You can do what you do best, and they do what they do best, making a stronger team overall.
The cons are obvious - you need to not only find the money for a talented UI dev, but you need to find a talented UI dev!
Now, I can't speak for you and your company's position in your market etc etc (I also don't do buisnessspeak :) ) but if you can afford another hire, it will give back more to the team than the cost of the position. It did for me!
You ask, "How can we explain the importance of Usability to our stakeholders?" but I'm not sure that you yourselves get it!
Interaction design (iD) and usability aren't things that you can tack on to an existing products when the "important" things are done. They should be there from the very first start, preferably done in small iterations with small tests and studies. I'm talking about cheap and dirty iD/usability, stuff like lo-fi prototyping, user testing with just four people, having enough stats to be able to detect user errors and such.
If you don't to iD/usability from the start, you risk ending up with the same crappy product as your competitors and/or providing users with band aids when they need surgery.
What do your users want ? They're probably the people best placed to identify requirements.
You are the ones who know and understand the product, so don't assume that just because someone else has 'usability expert' in their title that hiring them will somehow make your product usable.
Also, don't undercut your own instincts for usability. As a programmer, you use software all the time, what products do find the most usable? Think about what you like about them and compare them to your product.
Think about what your product does, and imagine that you are the person having to use the product and imagine how you would want it to work. Think of what a user wants to accomplish using your product, and imagine the steps they would have to go through to do it. Does it seem easy to understand what to do? Can it be done in fewer steps?
Most importantly, talk to your customers. Find out what they found confusing or difficult to accomplish. See if they have come up with their own workarounds for using your product in ways you didn't initially picture.
If you put as much thought, planning and effort into usability as you did into improving the reliability and deployment, you will end up with a much better product.
When analyzing the next step it really all comes down to business requirements & goals.
What is upper management like? Are they tech-savy? Are they open to new ideas? Do they think that the current product needs adjustment, improvement, etc? Is the product still in high demand? Is the marketplace changing such that the product/service will soon be obsolete? etc. etc. etc.
IF there are real business reasons for spending the $/time/resources then you can begin to explore product improvements. At that point consider the opinions of previous posters regarding user opinion.
I know so many geeks including myself who know usability, so one way would be learning it. Another way bringing someone in who can do UI design and usability.
To convince them that usability is important:
It's useless if you can't use it!
I don't know what sort of product you build but you always got clients, and clients always love usable applications. This will increase sales, happy client count and decrease tech support.
What does it do for your users? What do they think about the usability? Maybe it's not an ssue for them.
Make it more valueable to your users. Deliver more business value. Help your customers getter a better return on their investment. Do this by making it do more of what they need it to do, to do it better (more accurately, more quickly, more reliably more useably), or to do it at lower cost (less infrastructure needed to run it, reduced maintenance costs because you improved reliability), more flexibly (deals with their business changes)...
Lots of dimensions which do connect with the technical ones you refer to (usability reliabilty stability etc). But paying customers normally care about their business needs/features, not your technical ones that deliver them.
Go talk to your users (or potential users)
My one-liner about the importance of usability:
What use is a reliable system that is not usable?
If you have an existing product with existing users, then what makes you think that your current UI is not usable?
Do you suspect that there are some minor changes you can make that will greatly improve usability or is something more revolutionary required? If the latter, then what about the needs of your existing users, will they be willing to re-learn a whole new UI?
Edit
A user interface can be considered "poor" for a variety of reasons...
It is just plain ugly / old fashioned / does not "look like a Windows application"
It uses metaphors or workflows which do not relate to things that the user understands or wants to do
The first of these is relatively easy to fix, especially if you hire in a great designer. The fix would be the equivalent of redecorating your lounge and buying a new sofa and TV. Same room, different experience. Your existing users would still be able to use this application.
Fixing the second of these gets a lot more complex and involved, and might really impact your codebase. It's hard to comment further without knowing more about your application.
I think the answer is in the order of things, you say its:
"first - make it work; after that, make it reliable; after that, make it usable"
But the most important thing here is "make it work". Acceptance criteria for a functionality to "work" is that it is in fact - usable. If not, it will not be executed. Then it's just a block of dead code. And dead code should not be in the system in the first place.
Make a UI.
Then throw that away, and make another after you tried to use the first one. Then simplify as much as you can. Any time you can programmatically determine what the user wants from inputs, instead of multiple explicit choices, do so. Too many buttons induces paralysis.
Related
How do you deal with a client who has different time estimates for the software product than yours?
I am going to describe a scenario that is not mine, but that captures broadly the same problem. I am working as a subcontractor to a large company that has a programming department. The software project we are working on is in an area that the department believe they have a handle on, but because their expertise and mine are very different we tend to get different results.
Example: At the start of the project I suggested one way of development which they rubbished as being unrealistically difficult and suggested integrating a different framework (one they are familiar with) with the programming language we are using (Python) to get more or less the same result.
Their estimate for this integration: less than a week (they haven't done the integration before).
My estimate for the integration: above two weeks.
Using my suggested way to get the result needed (including using matplotlib among other libraries used elsewhere within the project): 45 minutes. This is not an estimate, the bit was actually finished in 45 minutes.
Example: for the software to be integrated with their internal system, they needed to provide a web service for me to use. They provided a broken one, though it does work with their internal tool (doesn't work with .Net or Java mainstream packages among other options). They maintain that it is my fault that the integration has taken longer than the time estimated.
The problem is not that they don't know, the problem is that they have enough knowledge about programming to be dangerous (in my opinion). Is there some guidelines for how to deal with this type of situation? A way for expectation management? Or may be I shouldn't get involved in such projects from the start and in this case what are the telltale signs?
If a client isn't happy with a time estimate, don't do the work. If they think they can do it better or faster, tell them to go ahead.
The one thing I never allow is for my estimates to be modified. That's something that caught me out early on in my career but we learn our lessons.
If clients were so good at doing the work, they wouldn't be hiring me. I'd simply point out that they hired me for my expertise so why are they disregarding that expertise. Of course, if they were to allow the scope of the project to change (i.e., less work), that would be another matter, and one up for discussion.
If you didn't lock in exactly what they were meant to provide as part of the deal, then it's a "he says, she says" situation and, unfortunately, the customer controls the purse strings. However, often, the greatest power you can have is the ability to just walk away.
No-one says you have to do the job.
Of course, all that advice above is worth every cent you paid for it :-)
I don't know your specific circumstances.
Or may be I shouldn't get involved in such projects from the start and in this case what are the telltale signs?
My answer for sure. If you can avoid those projects, do it.
Some signs : people thinking they know how to do things when you can guess they can't. The "oh no let's not use this perfectly suitable tool because I don't know it" is a major indicator that the person is technically challenged.
first of all, it is no fun to be in such an environment.
So, if you like to have fun at your job, and you do not need to take this job for extenuating financial reasons, then simply do not take the job that is not fun.
Since that is hardly realistic in many cases, you will end up with the job and need to manage the situation as best you can. One way is to make sure there is a paper trail documenting your objections and concerns with the plan. Try not to be overtly negative, but try to be constructive and present valid alternatives. Here you will need to feel out the political landscape, determine if the 'boss' will be appreciative or threatened by your commentary, and act accordingly.
Many times there are other issues that management is dealing with that you are not aware of. Be cautious of this fact, and maybe ask the management team if this is the case, again without being condescending or negative.
Finally, if you have alternatives that take less time than the meetings it would take to discuss them, just try it in a sandbox, and show it off. This would go a long way to 'proving' your points. Caution here is that you could be accused of not being a team player, or of wasting resources, or not following direction. Make sure this is mitigated by doing these types of things on your own time, or after careful consideration of how long you are spending on these things as well as how vested your boss seems to be on the alternatives.
hth
I ran into the same problem with integration. Example: for the
software to be integrated with their internal system, they needed to
provide a web service for me to use...They maintain that it is my
fault that the integration has taken longer than the time estimated.
Wow very similar to what I was experiencing with a client. The best thing I can suggest is to keep good documentation. In the end that is what saved me. When it came to finger pointing I had all of the emails and facts in order and was prepared to defend my self.
One thing I would suggest is to separate out a target/goal and an estimation. I would not change my estimate unless it involved actually removing features or something is revealed that would make it easier. Tell them you will try to hit the target in anyway you can and you care about the business goal. However, your estimate will not change. If its getting no where and they are just dense then smile and nod and take it if its the only gig around.
Was just writing about this in my blog
How to estimate the WRONG way
I guess this is a question that may interest many, so please discuss! :-)
Now, imagine you want to show people you work with a concept for future development (like a new product or a new technology you want to introduce).
Does it make sense to show code early or would you go with the PPT first? Or what would you recommend?
+1 to Stijn, because really, that's all that matters.
But, it really depends on what you're doing. What is your "concept"?
An API (e.g. mapreduce)?
Show the code of the API, don't waste people's time with the implementation code, that's not important - "hey, check out how I iterate over your input! it's so clever!". Nope. Nobody cares. If your API is wonderful, it will get used, nobody cares how crufty the code is to make it work.
A product (e.g. facebook)?
Show the code? Nobody cares. Not even facebook cares (if they did, why would they use php? I kid!). Blow their mind with a demo of the half-complete prototype that does a few things poorly, but shows how great it can be.
The implementation itself (e.g. a new std::sort routine)?
A lot of people might be interested in seeing the innards. Especially people on SO. So, publish the code, or a whitepaper, when you get something working. It's not "my twitter clone is gonna be sweet, check out how cool my TruncateTo140Chars() function is!". On the other hand, you can get quick feedback on your new implementation's approach by showing your algorithm (in code or pseudocode). You can show benchmarks, which is better than "this code should be faster because I do one less compare with zero".
Please just prototype, get something demo'd that your Users will care about. Only worry about the code if that's what your users want to see (It's usually not).
I like the no-bullshit approach of a proof of concept. Just blow them off their feet and prove that it works.
It depends on the audience and the nature of the product. If the audience and/or product is considered "technical" than consider presenting code. However, you should make it an integral part of the presentation not the entire thing.
I don't believe it is very useful to show your code early. "Us" technical people are always proud to show off our new technical details and ideas. However, people using the products and technologies are only interested in what they can accomplish with it. They will often not share your enthousiasm of the techniques, in this case the code.
My advice is to stick with a more general approach, explain why it's useful and how it will make their lives better. To add a car-analogy: people want to know how much horse-power it has, not how a combustion-engine works!
These implementation-details might however be interesting to your co-workers!
If it really isn't tech people at all, then I have found out that paper models works great.
People are scared to criticize when it has been coded, it much easier (and cheaper) to scrap a paper model then the real thing.
When showing a concept of a website/application to a non tech, draw the different pages, the login dialogs etc.
When showing a concept to a fellow developer (if he just don't get it) draw the different classes on paper and show the relations. UML could be useful here if both of you know the syntax.
Else if you got the time, I would say, blow them away with a full implementation :-)
I agree with rtalbot. If the audience is non-technical, perhaps future users, or your boss, I'd go with some diagrams. Perhaps Use Cases. Show them what you can do with it. If it's small, and your friends are nerdy, code up a smoke-and-mirrors demo.
Show customers / stake holders the prototypes early, and review the code among peers later.
Stake holders control what functionality you want to deliver (finding this out early is key to delivering something profitable / useful).
But to increase code quality, code reviews are extremely powerful if done at the right time. My experience has been that doing this towards the end of an iteration provides the most bank for the buck. Your mileage may vary in terms of the optimum time to perform code review (junior devs need review early and often, senior devs are usually fine until later).
How do I go about explaining that I am a "Web Application Developer" and not a "Web Site Designer" to prospective clients - without talking myself out of the project?!
Often I am approached to "design a web site" for someone where it turns out to be more of a "brochureware" presentation site and less of a real web application.
While I am a highly skilled developer, I am not a graphic artist. That said, I would still like to be able to close deals with prospects without disqualifying myself. Simply stating, "I do backend work, not frontend" will quickly end the conversation, and along with it my opportunity for work.
Sure, I can just subcontract the project to a real designer and mark up his rate, but I would rather be up front with the client that I am not going to be the guy doing the actual work and they would be paying $120/hr for $60/hr work.
...and then they will ask price - is visual design often quoted hourly like app dev is, or will I get sucked into the oblivion that is fixed fees?
First thought: You sound like you're a good developer, which is a great foundation in this situation because people feel that we have a broad understanding of technology -- and they're right! You're correct in your insecurity though - a good developer is not exactly what they're after.
They want a solution, and if you can become the guy who knows how to navigate all the complexities involved in delivering that solution... Well, then you're the guy. And you're much more valuable.
And you don't have to stop coding, either. Which has always been my phobia.
So that's more or less how I present myself to my clients. I'm a developer, but I'm also a competent project manager. I know how to take your project from here to done even though it may involve designers, IT guys, additional developers, datacenters, etc.
Working with other professionals: You probably aren't in a position to hire folks. That's fine, but find good partners, and you can market your self as a shop or consulting group that is good at more than one thing. Believe me, people will appreciate that! For instance, we have a fantastic partner in Romania that we use for a lot of design, and we add value because we know how to get results from them and handle all the communication and so on. My customers don't want to talk to 3 to 6 people, they want a single point of contact who is accountable for all of it.
One thought here: try to find people who do this full time. Moonlighters and people doing side jobs have constantly let me down. I sympathize; I know what it's like to be spread too thin.
Fixed prices: You will probably have to deal with fixed prices, and you will need to hold your partners to fixed prices (or have some other mechanismf or controlling costs) if that's the case. Once the relationship becomes more comfortable, I usually try to give clients a range of what I think a job will take -- 5 to 8 hours, etc. And I let them know that fixed prices are a little bad for them because I have to assume some risk, which means they get charged more.
Most companies still want actual fixed prices for larger projects though and many large companies are shockingly comfortable with being overcharged in this situation. Fixed prices seems to be unfortunate fact of life in the contract development space.
First of all, I think you're exaggerating a bit - you don't really want to have a $30/hour designer working on a $150/hour website. If you do, and your client doesn't notice a difference, they deserve what they get.
And if we're talking about, say, $60 - $75/hour range vs $150/hour (which, IMO, is more realistic), you have to count in the time you spend working with said designer, so it's not like remaining $75-$90 goes directly into your pocked with you doing nothing.
If I am a client, I want a FINISHED PRODUCT and I'm paying YOU to deliver. Consider yourself a general contractor. I DON'T WANT to deal with designer / tester / technical writer / what have you myself - that's what I'm paying you for. My time may be a lot more valuable to me than $90 / hour difference. I may (will) get a second / third / fourth bid if I think you're too expensive.
That said, if you need to placate your conscience you can always bill couple hours less.
I tend to say something along the lines of "My job is to develop the stuff you don't see, but that make your site work"... And that is actually quite true.
... And you might add something that says that building a website is an activity that requires several very different abilities, like :
creating something that looks nice, and is usable ; that's a job on its own ; do your client have designed to logo of their company ?
integrating this nice looking thing into a dynamic application ; that one is your/my job ^^ Your clients send/receive e-mails every day, but do they know how it works ?
administration of the hardware / server : your clients use a computer every day to go in the Internet, use Word/Excel and the like, but do they know how to install those ? How to secure their network ? How to deal with security alerts the right way ?
You can use analogies with other processes ; designing / building / using / repairing a car, for instance ; some people understand better when we just don't speak about computers at all...
The way I always try and explained it, since I'm a Developer not a Designer is.
Developer -> Makes it work.
Designer -> Makes it pretty.
Of course there are vest generalizations, but for the most part they're true.
-> Developers creates the product
-> Designers create the package
Do you bill enough hours that you could consider hiring a program manager/product owner type person at least part time to do most of your customer interaction? Because if you do, you can abstract the "design/code" questions away from the customer; let the program manager really focus on figuring out what the customer wants built.
It sounds like your average customer isn't that technically savvy. If that's the case, figure out a way to speak their language (which most experienced program managers can do). They really don't care about the difference between a designer, a developer, and a tooth fairy that shows up and delivers the site that they want.
It's also worth considering whether you really want to take on projects that are mostly web design. If not, you should work on improving your marketing materials to focus on what you do best (interactive line of business web applications, or whatever).
You can steer the conversation toward what business problem the customer wants to solve, and propose the statement of work that best matches their objective. I think this will do the most good, and then it's never a question of misleading them. It's about packaging up a solution that matches what they want.
"I do backend work, not frontend" will quickly end the conversation, and along with it my opportunity for work.
This is not necessarily a bad thing. It's generally a good idea to be honest with prospective clients, and if they do not understand exactly what your job entails up front, then they may end up expecting too much from you when the job is done, or for future projects.
If you do really want to push your services on them, you could always try to point out exactly what kinds of benefits you will be offering to them. Make a point in explaining how much value can be added to the end-product by using your expertise.
A car may look great on the store floor, but if its powered by a lawn mower engine held down with duct tape and chewing gum, the only thing it's going to be doing is looking pretty and collecting dust in your garage.
We have been trying now for a while to assist the management (of a customer) with the implementation of a a new system that is custom developed by ourselves, to their requirements. Their old system is text based (DOS) and their employees have been using it for years. The new system is Windows GUI and have many advanced features which will make their lives easier and their organisation more efficient. The problem is that the staff do not want to adapt to the new GUI environment and they are now resorting to be unfriendly and as unhelpful as possible, often placing serious obstacles in our way. The management is adamant that implementation must proceed. The system runs trouble free. We have been consistently friendly and helpful with all parties.
Any advise would be greatly appreciated! Have you encountered something like this before and did you manage to turn it round?
Note:This question is intended to help Programmers etc. with implementation difficulties by sharing experiences and factual solutions that worked. It is not intended to be subjective and indeed Programming techniques may help to solve the problem.
Use the tool
Somebody needs to really understand how the existing tool works. Not just well enough to walk through it; but well enough to do it for real. Why not take 2 weeks and go and do their job with them? That will both improve your understanding of the tool, and may foster a better working relationship with them. And while you're there, perhaps buy the drinks once or twice - it sounds corny, but anything that lowers the hostility, and lets you communicate.
User experience
Getting a good developer (or better: designer) who understanding user-experience is probably key. You can't just completely change their tooling and expect their productivity to remain the same.
Keyboard use:
Think of tools like Visual Studio, AutoCAD, etc - in most cases you don't need the mouse, and "die hard" types wouldn't notice if you took their mouse away. Try to respect this; provide shortcuts / chords (ideally the same as the existing system).
Terminology:
Keep it the same. Don't invent new terms for things.
Talk to them?
This may or may not be possible, but getting a few key users "on board" early can be pivotal; especially if you genuinely empower them to help with the user experience.
Find the faults
In the existing system. Take away their existing pain points and they may forgive you a lot.
Unfortunately it sounds like a case of needing to close the barn doors after the horses have bolted. You really need to get grass roots buy-in on the need for an improved system before beginning the project and maintain that relationship during the development.
By having champions of the system at the "coal face" level in the business would a) make sure you meet not only the management requirements but also the users goals which is all important in a successful system and b) the users get a system to which they have been a development party not just had a system thrust on them.
Getting people to moan about the short comings of an existing system is easy. Describing possible new systems before its create in way which allows the users to comment enables them to feel some control and gives you vital feedback. Be absolutely sure to identifier those killer gripes about the old system and make sure those are addressed in the new system.
Of course this all a bit late for you. The way forward is to create a review forum with the most vocal opponents and put them in a room with you and management. Get them to defend their reasons for not wanting the new system. If you can't show how your new system is better then perhaps it isn't. If you can see how the new system might be slightly improved (the movement may only need to be small) then do that, it may go a long way to get back the feeling of involvement you missed out on before.
I would sit together with the staff or a couple of the more loud mouthed opposers, go through what they find lacking with the system and suggest some of these changes to be incorporated in a future release(s). That way they will pay more attention to your the system and also feel more a part of the process instead of just being handed something like some peon. In addition it would also help avoid any misunderstandings about the system.
Get one / more of the user to be your champion by involving them in the development process. Make sure to choose the right ones. Hopefully one that you can reason with. When launching, do a launch event. Make it a big deal. Not necessarily applied to an application, but I've seen it worked in my previous work environments. If this is too late (you went ahead without any involvement from the actual users before), well... there is always things called staff turnover, lol. Out with the old and in with the new. Make the new users your buddy :).
You have to show some kind of benefit for making the change. A demo / mockup can be useful for this. Choose a manager to demo it to and wait. Let it become his idea. Then it might move forward. Being to pushy can cause a negative knee-jerk reaction which might block further consideration of the idea.
It is sad that software often gets replaced by a management decision without any user involvement and then people wonder why the system is rejected.
I've witnessed this first hand. A guy I once worked was told to develop a new version of an application "in secret". At the end of 6 months development it was shown to the users. It didn't meet their requirements and they were angry they hadn't been involved. Needless to say the software didn't make it into production and the developer left shortly after (I felt sorry for him as he had wasted 6 months effort and actually did a real good job considering the circumstances).
The chances are that the software is inferior to the previous application- perhaps data entry is actually slower (you will be biased as you wrote it- everyone likes to think their software is better).
Re-engage with the users, do some analysis and work out what is bad about the old system. If the new system can address the grips the users have with the old system you might be able to turn this around.
Edit- who was involved in engaged with your developers? Presumably the managers at the client, who probably never use the system? This is another big mistake people tend to make- managers driving requirements.
If the old system is perfect, then it never needed to be replaced in the first place!
I'm working on a product which is meant to be simple to use and simple to set up, the competition largely requiring a long set up period and in some cases going as far as a bespoke solution for each customer. One part of our application is now expanding based on customer requests and it is looking like we'll need to make it very flexible so each customer can have a lot of control over how it behaves for them. The problem being that I don't want to make the system too configurable, as I believe this then makes it more complex to learn and to work with. I'm also concerned it opens the door to someone messing things up for themselves, kind of like handing them a gun, although I'm not actually pointing it at their foot for them.
Has anyone else faced a similar dilemma of putting power in users hands? How did you solve it? and what was the result?
I don't normally like to subscribe to the idea that all users are stupid, but there is a rule which can still be applied:
If you give them the opportunity, they WILL break it
Now it is up to you whether or not to give them the ability to do potentially dumb things. Or better yet, develop it so that when they do do the stupid voodoo that they do, it can be reverted or recovered from error state gracefully.
I highly recommend you read Joel's Controlling Your Environment Makes You Happy, which can be described as a treatise on user interface design but is really about usability with a healthy dab of psychology thrown in.
The section I'm referring to is Choices:
Every time you provide an option,
you're asking the user to make a
decision.
This is something I strongly agree with. Many developers, product managers and so on take the easy route and instead of figuring out what users actually need, they just give them a choice. You see this in enterprise bloatware like Clearcase or PVCS where there are so many options--90% of which you'd never change--indicating the designers have tried to make it all things to all men rather than doing one or two things exceptionally well.
Instead it just does lots of things badly.
Keep it simple, follow conventions, don't overwhelm the user with pointless and unnecessary choices and make the software behave like a normal user would expect. That alone would set you apart from an awful lot of other products.
Personally I like the TurboTax model (http://turbotax.intuit.com/). When creating a tax return, I get a simple, tell-me-like-I'm-five wizard that takes me step-by-step through the process, but I can step outside the process at any time and use more advanced features, returning to the process later.
Make it easy and simple and uncluttered for your user to do what they're going to do 80% of the time, but give them the power to deliberately step outside of the norm.
Interesting timing for your question. In the U.S. this is Income Tax week. Filling out the ol' 1040 and associated subforms should give us some sympathy for what users endure.
Lessons I take away are:
Only ask questions that relate to the user domain; avoid questions relating to the software system; and if you can derive the answer or suggest a most likely answer, do so.
Put related questions together (as long as they are normally entered by the same person using data most likely available at the same place and time, which is the definition of related for these purposes).
Make it support incremental input. It should be easy to enter the data they have, and defer completing it when the rest is available.
Show status validity and completeness. Make it clear and obvious how far they are to having validatable data.
Make it interruptable. Make sure it's possible to interrupt the process, leave the application, come back, and resume where they left off.
Yup, it's harder to program. Embrace it.
There are at least two ways to build a good software product:
Focus on a narrow set of functionality, and implement that functionality very well.
Design your system to be customizable (ideally, through scripting.) If you do the base system right, it will be easy to provide the basic, no options, just-do-what-I-want functionality on top of the customization layer.
Unfortunately, there are many more ways to create a bad software product.
Your questions implies that you can either provide a flexible solution OR make it foolproof.
I wouldn't put it like that. To me this is rather a matter of user expectations and the question in the first place would be:
How can I meet all important user expectations (even if they conflict with each other) without corrupting the application?
For instance a web application which has a menu, breadcrumb navigation, a site map and a search offers together with the inline links five different ways to find what you're looking for and how to go there.
That way most users can find fast and easily the functionality they are expecting and therefore the need for an extensive documentation might actually decrease.
So the answer might be to offer several different carefully chosen ways to solve one specific task, while each of them can be streamlined independent to avoid user mistakes.
The answer with this lies in who your end-users are. I used to write software that got used by professional sports coaches. While these guys were definitely good at what they did, they were hardly proficient at computer use, so our configurability was kept to a minimum (at least as far as what could be done in the GUI).
On the other hand, if you're dealing with power users, adding options is usually not a bad thing as long as they aren't intrusive.
It's all about who's going to be getting them.
Read Jeff Atwood's Training Your Users. It's a great article with some very useful links.
I like the approach of Firefox towards this. The basic options are accessible in the option menu, all the rest is under about:config. Thus you have an easy interface and an incredible flexibility if you need it.
I've had great success, and been happiest as an user, when using sensible defaults. In other words, make the most common use case easy (or even better, free), but give users the ability to step outside of that use case when the situation calls for it.