Don’t Make Me Think, Revisited a common Sense Approach to Web Usability Steve Krug

The usual advice
Here are the two suggestions I’ve always heard for convincing management
to support (and fund) usability work:
Demonstrate ROI.
In this approach, you gather and analyze data to
prove that a usability change you’ve made resulted in cost savings or
additional revenue (“Changing the label on this button increased sales
by 0.25%”). There’s an excellent book about it: 
Cost-justifying
Usability: An Update for the Internet Age
, edited by Randolph Bias
and Deborah Mayhew.
Speak their language.
Instead of talking about the benefits for users,
learn what the current vexing corporate problems are and describe your
efforts in a way that makes it clear that they’re part of the solution:

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Talk about things like pain points, touch points, KPIs, and CSI, or
whatever management buzzwords are trending in your organization.
These are both fine ideas and worth doing if you can manage it. But making
an ROI case tied to costs and revenues can be a lot of work, and unless it’s
rigorously implemented there’ll always be someone who’ll claim that the
added value was caused by something else. And learning to speak “business”
can be challenging, too. That’s what MBA degrees are for.
If I were you...
...I’d last about a week at your job. Every time I go to a client’s office I
spend most of my time marveling at the fact that so many people can survive
in the corporate world. I’m just not equipped for dealing with the office
politics in a large (i.e., more than two people) organization and sitting in
meetings all day.
But I have spent a fair amount of time 
visiting
corporate offices and getting
managers to take usability seriously. So I do have some ideas about tactics
that work, and people who have tried them tell me they’ve had some
success. So here’s what I’d do if I were you: