Chapter 5 Interviewing Systems Analysis and Design Kendall

Chapter 5 Interviewing Systems Analysis and Design Kendall and Kendall Fifth Edition © Copyright Prentice Hall, 2002

Major Topics n n Question format Interviewing techniques Recording the interview Joint Application Design (JAD) Kendall & Kendall Copyright © 2002 by Prentice Hall, Inc. 2

Interviewing n n Interviewing is an important method for collecting data on information system requirements Interviews reveal information about n n n Kendall & Kendall Interviewee opinions Interviewee feelings About the current state of the system Organizational and personal goals Informal procedures Copyright © 2002 by Prentice Hall, Inc. 3

Planning the Interview n Five steps in planning the interview are n n n Kendall & Kendall Reading background material Establishing interview objectives Deciding whom to interview Preparing the interviewee Deciding on question types and structure Copyright © 2002 by Prentice Hall, Inc. 4

Question Types n There are two basic types of interview questions: n n Open-ended Closed Kendall & Kendall Copyright © 2002 by Prentice Hall, Inc. 5

Open-Ended Questions n n 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 Kendall & Kendall Copyright © 2002 by Prentice Hall, Inc. 6

Advantages of Open-Ended Questions n Eight benefits of open-ended questions n n Putting the interviewee at ease Allowing the interviewer to pick up on the interviewee's vocabulary n n Reflect education, values, attitudes, and beliefs Providing richness of detail Revealing avenues of further questioning that may have gone untapped (continued) Kendall & Kendall Copyright © 2002 by Prentice Hall, Inc. 7

Advantages of Open-Ended Questions n Benefits of open-ended questions (continued) n n More interesting for the interviewee Allows more spontaneity Makes phrasing easier for the interviewer Useful if the interviewer is unprepared Kendall & Kendall Copyright © 2002 by Prentice Hall, Inc. 8

Disadvantages of Open-Ended Questions n The five drawbacks include n n n 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” Kendall & Kendall Copyright © 2002 by Prentice Hall, Inc. 9

Closed Interview Questions n n n 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 Kendall & Kendall Copyright © 2002 by Prentice Hall, Inc. 10

Benefits of Closed Interview Questions n Six benefits are n n n Saving interview time Easily comparing interviews Getting to the point Keeping control of the interview Covering a large area quickly Getting to relevant data Kendall & Kendall Copyright © 2002 by Prentice Hall, Inc. 11

Disadvantages of Closed Interview Questions n Four drawbacks of closed interview questions include n n Boring for the interviewee Failure to obtain rich detail Missing main ideas Failing to build rapport between interviewer and interviewee Kendall & Kendall Copyright © 2002 by Prentice Hall, Inc. 12

Bipolar Questions and Probes n n Bipolar questions are those that may be answered with a ‘yes’ or ‘no’ or ‘agree’ or ‘disagree’ Bipolar questions should be used sparingly Kendall & Kendall Copyright © 2002 by Prentice Hall, Inc. 13

Probing Questions n n Probing questions elicit more detail about previous questions The purpose of probing questions is n n n To get more meaning To clarify To draw out and expand on the interviewee's point Kendall & Kendall Copyright © 2002 by Prentice Hall, Inc. 14

Question Pitfalls n n n 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 Kendall & Kendall Copyright © 2002 by Prentice Hall, Inc. 15

Question Pitfalls n n 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 Kendall & Kendall Copyright © 2002 by Prentice Hall, Inc. 16

Question Sequencing n There are three basic ways of structuring interviews: n n n 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 Kendall & Kendall Copyright © 2002 by Prentice Hall, Inc. 17

Pyramid Structure n n n 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 Kendall & Kendall Copyright © 2002 by Prentice Hall, Inc. 18

Funnel Structure n n 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 Kendall & Kendall Copyright © 2002 by Prentice Hall, Inc. 19

Diamond Structure n n 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 Kendall & Kendall Copyright © 2002 by Prentice Hall, Inc. 20

Structured and Unstructured Interviews n n n 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 Kendall & Kendall Copyright © 2002 by Prentice Hall, Inc. 21

Ten Tradeoffs: Structured and Unstructured Interviews n n n Evaluation Amount of time required Training required Spontaneity allowed Reliability Kendall & Kendall n n n Flexibility Interviewee insight provided Interviewer control Precision Breadth and depth Copyright © 2002 by Prentice Hall, Inc. 22

Recording the Interview n n Interviews can be recorded with tape recorders or notes Audio recording should be done with permission and understanding Kendall & Kendall Copyright © 2002 by Prentice Hall, Inc. 23

Advantages of Audio Recording the Interview n The four advantages are n n 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 Kendall & Kendall Copyright © 2002 by Prentice Hall, Inc. 24

Disadvantages of Audio Recording the Interview n The four disadvantages are n n 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 Kendall & Kendall Copyright © 2002 by Prentice Hall, Inc. 25

Advantages of Note Taking During Interviews n n n 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 Kendall & Kendall Copyright © 2002 by Prentice Hall, Inc. 26

Disadvantages of Note Taking During Interviews n n 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 Kendall & Kendall Copyright © 2002 by Prentice Hall, Inc. 27

Before the Interview n n Contact the interviewee and confirm the interview Dress appropriately Arrive a little early Affirm that you are present and ready to begin the interview Kendall & Kendall Copyright © 2002 by Prentice Hall, Inc. 28

Beginning the Interview n n 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 Kendall & Kendall Copyright © 2002 by Prentice Hall, Inc. 29

Opening Questions n n n Start with pleasant conversation, openended questions Listen closely to early responses Look for metaphors Kendall & Kendall Copyright © 2002 by Prentice Hall, Inc. 30

During the Interview n n 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 Kendall & Kendall Copyright © 2002 by Prentice Hall, Inc. 31

Closing the Interview n n n 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 Kendall & Kendall Copyright © 2002 by Prentice Hall, Inc. 32

Interview Report n n n Write as soon as possible after the interview Provide an initial summary, then more detail Review the report with the respondent Kendall & Kendall Copyright © 2002 by Prentice Hall, Inc. 33

Joint Application Design (JAD) n n 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 Kendall & Kendall Copyright © 2002 by Prentice Hall, Inc. 34

When to Use JAD n JAD may be used when n n 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 Kendall & Kendall Copyright © 2002 by Prentice Hall, Inc. 35

JAD Personnel n JAD involves n n n Analysts Users Executives Observers A scribe A session leader Kendall & Kendall Copyright © 2002 by Prentice Hall, Inc. 36

Benefits of JAD n The potential benefits of using JAD are n n Time is saved, compared with traditional interviewing Rapid development of systems Improved user ownership of the system Creative idea production is improved Kendall & Kendall Copyright © 2002 by Prentice Hall, Inc. 37

Drawbacks of Using JAD n Potential drawbacks of using JAD are n n 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 Kendall & Kendall Copyright © 2002 by Prentice Hall, Inc. 38