Aug 1999 SA205 : Systems Analysis (Question 3) Suggested Solutions

(a)	Interviewing is often used as a tool for acquiring information regarding system details. Describe each of the five steps involved in planning an interview.	[10]
	Know the organisation. In order to utilise fully limited review time, some preparation should be done beforehand. Establish objectives. Upon understanding the background of the organisation, it is possible to identify those areas which require further clarification. Identify interviewees. Suitable representatives from different levels of personnel can be identified to participate in the interview. Prepare interviewees. Make the appointment and confirm the venue. Determine the interview structure and questions. Develop questions to cover key areas.
(b)	The following are examples of questions that should not be asked during an interview. In each case, explain whether and why it is a poor way of asking for information. Also,in each case redesign the question so that it is improved. (i) "You do agree with other personnel in your department that these two processes should be merged into one in the system, don't you?" (ii) "What are the different types of transactions made in this process, and what are the controls involved in each of them?"	[3] [3]
	(i) This is an example of a leading questions, which tend to force a desired response from the interviewee. Such questions tend to be biased, and could lead to answers which aren't true. A better way of asking this question might be:" In your opinion, do you think these two processes should be merged?" (ii)This is an example of double-barreled question, which is asking two questions at once. Such questions tend to result in interviewees answering only one of the questions. A better way of asking this question might be to separate the questions.
(c)	For each of the following cases, identify the type of interview structure used, and describe the general advantage of the structure used. (i) The interviewer started by asking general questions relating to the organization's area of business, broad tasks performed by each division. Upon obtaining a feel for the interviewee, the interview gradually started to concentrate on specific responsibilities associated with the department to which the interviewee belongs. (ii) The interviewer started by asking specific, pointed questions regarding difficulties faced by the interviewee in his job. These questions gradually eased into larger, more general questions that attempted to put into perspective the problems faced by the interviewee. The interview closed with a narrowing of questions by the interviewee, with the intention of confirming information provided by the interviewee.	[2] [2]
	(i) The funnel structure. This structure might elicit sufficient detailed information to render long sequences of closed questions unnecessary. (ii) The diamond structure. This structure helps to keep the interviewee's interest through a variety of questions.