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TTTT1113 > chapter 3 (information gathering: interactive methods)) > Flashcards

chapter 3 (information gathering: interactive methods)) Flashcards

1
Q

Interactive Methods to Elicit Human
Information Requirements

A
  • Interviewing
  • Joint Application Design (JAD)
  • Questionnaires
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2
Q

Interviewing

A
  • Interviewing is an important method for collecting data on
    human and system information requirements
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3
Q

Interviews reveal information about:

A

– Interviewee opinions
– Interviewee feelings
– Goals
– Key HCI concerns

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4
Q

Interview Preparation

A
  • Reading background material
  • Establishing interview objectives
  • Deciding whom to interview
  • Preparing the interviewee
  • Deciding on question types and structure
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5
Q

Open-Ended Questions

A
  • Open-ended interview questions allow interviewees to
    respond how they wish without length or structure
    limitations
  • Open-ended interview questions are appropriate when
    the analyst is interested in breadth and depth of reply
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6
Q

Advantages of Open-Ended Questions

A
  • Puts the interviewee at ease
  • Allows the interviewer to pick up on the interviewee’s
    vocabulary
  • Provides richness of detail
  • Reveals avenues of further questioning that may have
    gone untapped
  • Provides more interest for the interviewee
  • Allows more spontaneity
  • Makes phrasing easier for the interviewer
  • Useful if the interviewer is unprepared
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7
Q

Disadvantages of Open-Ended Questions

A
  • 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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8
Q

Closed Interview Questions

A
  • Closed interview questions limit the number of possible
    responses
  • Closed interview questions are appropriate for generating
    precise, reliable data that is easy to analyze
  • The methodology is efficient, and it requires little skill for
    interviewers to administer
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9
Q

Benefits of Closed Interview Questions

A
  • Save interview time
  • Easily compare interviews
  • Quickly get to the point
  • Maintain control of the interview
  • Cover a large area quickly
  • Obtain relevant data
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10
Q

Disadvantages of Closed Interview Questions

A
  • May be boring for the interviewee
  • May fail to obtain rich details
  • May miss some main ideas
  • May fail to build rapport between interviewer and
    interviewee
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11
Q

Bipolar Questions

A
  • Bipolar questions are those that may be answered with a
    “yes” or “no” or “agree” or “disagree”
  • Bipolar questions should be used sparingly
  • A special kind of closed question
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12
Q

probes

A
  • 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
  • May be either open-ended or closed
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13
Q

Arranging Questions (pyramid)

A

Starting with closed questions and working toward
open-ended questions

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14
Q

Arranging Questions (funnel)

A

Starting with open-ended questions and working
toward closed questions

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15
Q

Arranging Questions (diamond)

A

Starting with closed, moving toward open-ended, and
ending with closed questions

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16
Q

Pyramid Structure

A
  • 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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17
Q

Funnel Structure

A
  • 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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18
Q

Diamond Structure

A
  • A diamond-shaped structure begins in a very specific way
  • Then more general issues are examined
  • Concludes with specific questions
  • Combines the strength of both the pyramid and funnel
    structures
  • Takes longer than the other structures
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19
Q

Interview Report

A
  • 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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20
Q

Stories

A
  • Stories originate in the workplace
  • Organizational stories are used to relay some kind of
    information
  • When a story is told and retold over time it takes on a
    mythic quality
  • Isolated stories are good when you are looking for facts
  • Enduring stories capture all aspects of the organization
    and are the ones a systems analyst should look be
    seeking
21
Q

Listening to Stories

A
  • Listening to stories is not efficient
  • It takes considerably more time than asking interview
    questions
  • Listening to stories may be more rewarding
  • Stories are more easily remembered than interview
    responses
22
Q

All stories have these elements:

A

– The call to adventure
– The quest
– The struggle
– The transformation
– The resolution
– The moral
– The epilogue

23
Q

Reasons for Telling Stories

A
  • Rich information from listening carefully to the stories is in
    itself valuable
  • The information gleaned from the stories will make more
    sense and be more valuable if seen in context
24
Q

Business stories can be broken down into four important
main types:

A

– Experiential stories
– Explanatory stories
– Validating stories
– Prescriptive stories

25
Q

Stories and the Organization

A
  • Engage organization participants by reacting to stories
  • Match one story to another by recounting it to other
    participants, and collaborating with the stories
  • It is a way to deeply understand some of the problems
    associated with information systems
26
Q

There are four purposes for telling a story:

A

– Experiential stories describe what the business or
industry is like
– Explanatory stories tell why the organization acted a
certain way
– Validating stories are used to convince people that
the organization made the correct decision
– Prescriptive stories tell the listener how to act

27
Q

Joint Application Design (JAD)

A
  • 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
28
Q

Conditions That Support the Use of JAD

A
  • 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
29
Q

The people involved are:

A

– Executive sponsor
– IS analyst
– Users
– Session leader
– Observers
– Scribe

30
Q

Where to Hold JAD Meetings

A
  • Offsite
    – Comfortable surroundings
    – Minimize distractions
  • Attendance
    – Schedule when participants can attend
    – Agenda
    – Orientation meeting
31
Q

Benefits of JAD

A
  • Time is saved, compared with traditional interviewing
  • Rapid development of systems
  • Improved user ownership of the system
  • Creative idea production is improved
32
Q

Drawbacks of Using JAD

A
  • JAD requires a large block of time to be available for all
    session participants
  • If preparation or 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
33
Q

Questionnaires are useful in gathering information from
key organization members about:

A

– Attitudes
– Beliefs
– Behaviors
– Characteristics

34
Q

Planning for the Use of Questionnaires

A
  • Organization members are widely dispersed
  • Many members are involved with the project
  • Exploratory work is needed
  • Problem solving prior to interviews is necessary
35
Q

Questionnaire Language

A
  • Simple
  • Specific
  • Short
  • Not patronizing
  • Free of bias
  • Addressed to those who are knowledgeable
  • Technically accurate
  • Appropriate for the reading level of the respondent
36
Q

The two different forms of measurement scales are:

A

– Nominal
– Interval

37
Q

Nominal Scales

A

*Nominal scales are used to classify things
* It is the weakest form of measurement
* Data may be totaled

38
Q

Interval Scales

A
  • An interval scale is used when the intervals are equal
  • There is no absolute zero
  • Examples of interval scales include the Fahrenheit or
    Centigrade scale
39
Q

Validity

A
  • Validity is the degree to which the question measures
    what the analyst intends to measure
40
Q

Reliability

A
  • Reliability of scales refers to consistency in response—
    getting the same results if the same questionnaire was
    administered again under the same conditions
41
Q

Problems with Scales

A
  • Leniency
  • Central tendency
  • Halo effect
42
Q

Leniency

A
  • Caused by easy raters
    – Solution is to move the “average” category to the left
    or right of center
43
Q

Central Tendency

A
  • Central tendency occurs when respondents rate
    everything as average
    – Improve by making the differences smaller at the two
    ends
    – Adjust the strength of the descriptors
    – Create a scale with more points
44
Q

Halo Effect

A
  • When the impression formed in one question carries into
    the next question
  • Solution is to place one trait and several items on each
    page
45
Q

Designing the Questionnaire

A
  • Allow ample white space
  • Allow ample space to write or type in responses
  • Make it easy for respondents to clearly mark their
    answers
  • Be consistent in style
46
Q

Order of Questions

A
  • Place most important questions first
  • Cluster items of similar content together
  • Introduce less controversial questions first
47
Q
  • Administering questionnaires has two main questions:
A

– Who in the organization should receive the
questionnaire
– How should the questionnaire be administered

48
Q

Electronically Submitting Questionnaires

A
  • Reduced costs
  • Collecting and storing the results electronically

TTTT1113 (6 decks)

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