Skip to main content

Cingular 8525 Received

Over the weekend, I finally received my Cingular 8525 (a.k.a. HTC Hermes) mobile phone. Here are some observations:
  1. Navigating the phone with the touch screen is fast and easy. (The exception is the camera; I am still learning its touch screen interface.)
  2. The touch screen dialing is convenient and straightforward now that I'm getting over my expectation of a separate numeric keypad.
  3. Synchronizing contact, calendar, e-mail, and tasks with Outlook took me a long time to get working properly, almost exclusively due to problems with Microsoft's ActiveSync software.
  4. The SMS synchronization software I installed works beautifully. Now copies of all of the text messages I send and receive automatically are stored in Outlook on my computer.
  5. The speakerphone is clear and sufficiently loud.
  6. The slide-out QWERTY keyboard is very handy for typing out text messages, e-mails, and Word/Excel documents.
  7. Wi-fi initially seemed to work well, but now it seems flaky, and configuring it is a bit confusing.
Overall, I'm very happy with my purchase.

Comments

Chip said…
Do you know what the upgrades over the HTC Apache 6700 are? That's what I have and it looks very similar, but I couldn't tell what's different (other than Cingular support). Do you miss the tactile number pad at all? Of all the iPhone hype, I think that is the biggest risk-- that people aren't ready for touch screens (i.e. being unable to dial without looking).
rcauvin said…
The main differences seem to be:

1. 3G data speeds
2. 2.0 megapixel camera
3. Quad-band

I like the touch screen dialing and don't miss the tactile numeric pad. However, I didn't really make much use of the tactile aspects of the dialing experience in the past. (I almost always looked at the keypad while I was dialing.) I may be atypical.

Popular posts from this blog

Why Spreadsheets Suck for Prioritizing

The Goal As a company executive, you want confidence that your product team (which includes all the people, from all departments, responsible for product success) has a sound basis for deciding which items are on the product roadmap. You also want confidence the team is prioritizing the items in a smart way. What Should We Prioritize? The items the team prioritizes could be features, user stories, epics, market problems, themes, or experiments. Melissa Perri  makes an excellent case for a " problem roadmap ", and, in general, I recommend focusing on the latter types of items. However, the topic of what types of items you should prioritize - and in what situations - is interesting and important but beyond the scope of this blog entry. A Sad but Familiar Story If there is significant controversy about priorities, then almost inevitably, a product manager or other member of the team decides to put together The Spreadsheet. I've done it. Some of the mos

Use Case as a Black Box

Consider the following use case: Purchase Items Actor: Purchaser Precondition: Purchaser types at least thirty words per minute and has a web navigation efficiency rating of at least 40. Postcondition: For the average Purchaser acting at full efficiency, the number of seconds elapsed is no more than 30 + 20 * n, where n is the number of items purchased. The name of the use case represents a functional requirement. What does the product do, or enable the user to do? Purchase items. What are we to make of the preconditions and postconditions? What relationship do they have to the requirements for the product? Answer: the preconditions and postconditions are the nonfunctional requirements attached to the functional requirement . Another way of expressing the nonfunctional requirement would be as an attribute and associated constraint: Usability: For a Purchaser who types at least thirty words per minute and has a web navigation efficiency rating of at least 40, it shall take no

Henry Ford's "Faster Horse" Quote

You may have heard the ( apocryphal ) Henry Ford quote: If I'd asked customers what they wanted, they would have said "a faster horse". Over at the On Product Management blog , Saeed gives his take on this infamous quote. He "hates" it, and gives some compelling reasons. Saeed is spot on in his explanations. Personally, I think the quote is great, but it's a matter of interpretation. The valid point of the quote is not that it's a bad idea to facilitate a conversation with your market to better understand it. The valid points are: You must ask the right questions to get valuable answers. You must interpret the answers thoughtfully - often outside their direct meaning - to glean reliable information. Asking questions is not always the best way to "listen" to your market. (E.g., sometimes pure observational studies are more reliable.) Nonetheless, I find the quote is helpful to combat "armchair product management" in the