Structured interviews.

In last month's column, we wrote about the function of system liaisons and the critical role they play in facilitating communication between business units and the information technology (I/T) department. We noted that one of the most important techniques the liaison can employ is the structured interview. This month we'll describe this technique.

All of us are familiar with interviews, from employment situations to the latest Barbara Walters special. We also know how easy it is for these discussions to get off track or not result in accurate information gathering. A structured interview requires preparation and follow-up by both participants. So, whether you're conducting the interview or being interviewed, here's what to expect. For purposes of illustration, we'll use the all-important interview that should be conducted right at the start of the project, during the definition phase.

THE REQUEST: The liaison should include in the request an explicit statement of purpose - why the interview is being conducted. For example, is it a preliminary discussion, is it designed to follow up on certain key issues, is it to solicit opinion or fact on an existing problem or controversy, is it to finalize matters? Any necessary background information should be included so that the interview can be put in context. There should be a list of the topics under consideration, if not all of the specific questions to be asked.

PREPARATION: The business manager should make every effort to be prepared for the interview - including conducting research, questioning staff, etc. The day before the interview, the liaison should call to confirm the time and whether the business manager is prepared to respond to the questions provided. If not, the meeting should be rescheduled.

TAPING: There is always a debate about whether these interviews should be taped. Most people are not very good at transcribing discussions, so a recorder is very helpful. On the other hand, being recorded often makes people nervous. The liaison should always request permission before taping. If permission is granted, immediately place the recorder out of sight and be discrete about changing tapes. If permission is not granted, the liaison needs to be very careful about getting accurate information, asking the manager to repeat facts if necessary.

GETTING STARTED: If the liaison is meeting with the manager for the first time, a few minutes spent in some general observations about the weather, current news items or the like is probably a good idea. This varies according to region and corporate culture, but most people are nervous doing these interviews, and it is helpful to set a degree of comfort.

STRUCTURE: Most interviews start off with the overall context, then move to more sensitive areas (e.g., money, resources, time). The more personal questions should be saved until the end of the interview, when hopefully a rapport has been built between the participants.

ORGANIZATIONAL ASSESSMENT QUESTIONS:

* Where did this idea come from? What event prompted it?

* Are there any other projects or changes currently being discussed that could affect this request? If so, what are they?

* What will you or people in your area need to do to support this effort?

* What will people in other areas have to do to support this effort?

* Have you discussed this effort with those whose support is needed, and do they concur with the effort and urgency? If not, how is this to be accomplished?

* Will external entities be involved? How is their participation defined? Who will be responsible for their activities?

* Who will be the key decision makers on this project?

* What will be their key criteria in making these decisions?

ASSUMPTIONS:

* What assumptions are being made about the systems environment that affect this request? For example, do you believe that the data you require is already contained online?

* What assumptions are you making about the business environment that affect this request? Specifically, what processes and procedures do you believe are in place to support this request?

* What new processes will need to be in place, and how will they be accomplished?

MONEY:

* How is this project being funded?

* Has a cost/benefit analysis been performed? If not, what benefits are to be derived?

* What business constraints do you know of that could affect this request? (These typically relate to resources, time, money, etc.)

* What alternatives to a systems change have been considered, and how much will they cost?

* If, for whatever reason, this project is not approved or given a high priority, what will you do instead, and what is the financial impact?

RESOURCES:

* Do you expect additional equipment will be necessary to support this request?

* Will additional personnel be hired to support this request?

* If so, will they be internal or external? Experienced or trainees?

* How will people be trained on the changes?

* How will the rollout be conducted?

TIME:

* What is the targeted due date for completion?

* What drives this date?

* How flexible is this date?

* What are the implications if the date is not met?

* What other changes can be made to ensure the date is met?

PERSONAL:

* How much experience do you and your staff have with projects of this kind?

* Do you have any particular concerns about the project, either about your own area's participation or that of others?

* How important is this project to you and your department? How important is it to you personally?

* What needs to be done for you to have confidence that the project is proceeding well?

* What are the critical success factors for this project? How will your personal efforts help achieve them?

* What else is it important for me to know about this project?

CLOSURE: Liaison: Thank the business partner for his or her time. Inform the business partner that you will write up the results of the meeting and that he or she will be asked to confirm the accuracy (sign off) of the write-up. Define the business manager's potential future role in the project definition process, including reviewing any documentation that will be produced, participating in design sessions, etc. Review with the business manager who else you are talking to and ask who else you should talk to. Ask him or her to make any necessary introductions on your behalf.

Business Manager: Carefully review the documented results, making sure that the situation is not being overstated/understated, that the most important elements are clearly defined and that you can reasonably fulfill any commitments you are making. Pay particular attention to the most sensitive items - money, people, time. The worst situation is to have a project fail because of something that was known well in advance but was considered politically incorrect to discuss.

Forewarned is forearmed, and an in-depth, candid interview is an excellent mechanism to make sure everyone is on the same page when the project book opens.

Leilani Allen, Ph.D., is a partner with Summer Point Consulting in Mundelein, Illinois. Summer Point provides strategic planning, process improvement and technology assessment services and has offices in the Chicago and Dallas metropolitan areas. Allen may be reached at [e-mail].