chap05
TRANSCRIPT
Chapter 5Interviewing
Systems Analysis and DesignKendall and Kendall
Fifth Edition
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Major Topics
Question format Interviewing techniques Recording the interview Joint Application Design (JAD)
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Interviewing
Interviewing is an important method for collecting data on information system requirements
Interviews reveal information about Interviewee opinions Interviewee feelings About the current state of the system Organizational and personal goals Informal procedures
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Planning the Interview
Five steps in planning the interview are
Reading background material Establishing interview objectives Deciding whom to interview Preparing the interviewee Deciding on question types and structure
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Question Types
There are two basic types of interview questions: Open-ended Closed
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Open-Ended Questions
Open-ended interview questions allow interviewees to respond how they wish, and to what length they wish
Open-ended questions are appropriate when the analyst is interested in breadth and depth of reply
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Advantages of Open-Ended Questions
Eight benefits of open-ended questions Putting the interviewee at ease Allowing the interviewer to pick up on the
interviewee's vocabulary Reflect education, values, attitudes, and beliefs
Providing richness of detail Revealing avenues of further questioning
that may have gone untapped (continued)
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Advantages of Open-Ended Questions
Benefits of open-ended questions (continued) More interesting for the interviewee Allows more spontaneity Makes phrasing easier for the
interviewer Useful if the interviewer is
unprepared
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Disadvantages of Open-Ended Questions
The five drawbacks include May result in too much irrelevant detail Possibly losing control of the interview May take too much time for the amount
of useful information gained Potentially seeming that the interviewer
is unprepared Possibly giving the impression that the
interviewer is on a "fishing expedition”
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Closed Interview Questions
Closed interview questions limit the number of possible responses
Closed interview questions are appropriate for generating precise, reliable data which is easy to analyze
The methodology is efficient, and it requires little skill for interviewers to administer
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Benefits of Closed Interview Questions
Six benefits are Saving interview time Easily comparing interviews Getting to the point Keeping control of the interview Covering a large area quickly Getting to relevant data
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Disadvantages of Closed Interview Questions
Four drawbacks of closed interview questions include Boring for the interviewee Failure to obtain rich detail Missing main ideas Failing to build rapport between
interviewer and interviewee
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Bipolar Questions and Probes
Bipolar questions are those that may be answered with a ‘yes’ or ‘no’ or ‘agree’ or ‘disagree’
Bipolar questions should be used sparingly
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Probing Questions
Probing questions elicit more detail about previous questions
The purpose of probing questions is To get more meaning To clarify To draw out and expand on the
interviewee's point
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Question Pitfalls
Avoid leading questions, those that imply an answer
Leading questions tend to guide interviewees into responses apparently desired by the interviewer
These questions should be avoided to reduce bias and improve reliability and validity
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Question Pitfalls
Avoid double-barreled questions, asking two questions at once
These questions should be avoided because interviewees may answer only one question, leading to difficulties in interpretation
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Question Sequencing
There are three basic ways of structuring interviews: Pyramid, starting with closed questions
and working toward open-ended questions Funnel, starting with open-ended
questions and working toward closed questions
Diamond, starting with closed, moving toward open-ended, and ending with closed questions
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Pyramid Structure
Begins with very detailed, often closed questions
Expands by allowing open-ended questions and more generalized responses
Is useful if interviewees need to be warmed up to the topic or seem reluctant to address the topic
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Funnel Structure
Begins with generalized, open-ended questions
Concludes by narrowing the possible responses using closed questions
Provides an easy, nonthreatening way to begin an interview
Is useful when the interviewee feels emotionally about the topic
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Diamond Structure
A diamond-shaped structure begins in a very specific way
Then more general issues are examined
Concludes with specific questions Is useful in keeping the interviewee's
interest and attention through a variety of questions
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Structured and Unstructured Interviews
A completely structured interview is planned and the plan is strictly followed
Closed questions are the basis of structured interviews
An unstructured interview is conversational
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Ten Tradeoffs: Structured and Unstructured Interviews
Evaluation Amount of time
required Training required Spontaneity
allowed Reliability
Flexibility Interviewee
insight provided Interviewer
control Precision Breadth and
depth
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Recording the Interview
Interviews can be recorded with tape recorders or notes
Audio recording should be done with permission and understanding
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Advantages of Audio Recording the Interview
The four advantages are Providing a completely accurate record
of what each person said Freeing the interviewer to listen and
respond more rapidly Allowing better eye contact and better
rapport Allowing replay of the interview for
other team members
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Disadvantages of Audio Recording the Interview
The four disadvantages are Possibly making the interviewee
nervous and less apt to respond freely Possibly making the interviewer less
apt to listen since it is all being recorded
Difficulty in locating important passages on a long tape
Increasing costs of data gathering
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Advantages of Note Taking During Interviews
Keeping the interviewer alert Aiding recall of important questions Helping recall of important interview
trends Showing interviewer interest in the
interview Demonstrating the interviewer's
preparedness
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Disadvantages of Note Taking During Interviews
Losing vital eye contact Losing the train of conversation Making the interviewee hesitant to
speak when notes are being made Causing excessive attention to
facts and too little attention to feelings and opinions
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Before the Interview
Contact the interviewee and confirm the interview
Dress appropriately Arrive a little early Affirm that you are present and
ready to begin the interview
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Beginning the Interview
Shake hands Remind them of your name and
why you are there Take out note pad, tape recorder Make sure tape recorder is working
correctly
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Opening Questions
Start with pleasant conversation, open-ended questions
Listen closely to early responses Look for metaphors
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During the Interview
The interview should not exceed 45 minutes to one hour
Make sure that you are understanding what the interviewee is telling you
Ask for definitions if needed Use probing questions
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Closing the Interview
Always ask “Is there anything else that you would like to add?”
Summarize and provide feedback on your impressions
Ask whom you should talk with next Set up any future appointments Thank them for their time and shake
hands
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Interview Report
Write as soon as possible after the interview
Provide an initial summary, then more detail
Review the report with the respondent
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Joint Application Design (JAD)
Joint Application Design (JAD) can replace a series of interviews with the user community
JAD is a technique that allows the analyst to accomplish requirements analysis and design the user interface with the users in a group setting
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When to Use JAD
JAD may be used when Users are restless and want something
new The organizational culture supports
joint problem-solving behaviors Analysts forecast an increase in the
number of ideas using JAD Personnel may be absent from their
jobs for the length of time required
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JAD Personnel
JAD involves Analysts Users Executives Observers A scribe A session leader
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Benefits of JAD
The potential benefits of using JAD are Time is saved, compared with
traditional interviewing Rapid development of systems Improved user ownership of the
system Creative idea production is improved
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Drawbacks of Using JAD
Potential drawbacks of using JAD are JAD requires a large block of time be
available for all session participants If preparation is incomplete, the session
may not go very well If the follow-up report is incomplete, the
session may not be successful The organizational skills and culture
may not be conducive to a JAD session