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110 Part 2 • InformatIon requIrements analysIs

Figure 4.9
The diamond-shaped structure Diamond
for interviewing combines the structures begin
with a specific
pyramid and funnel structures. question …
What five
kinds of information
are tracked by the free
Web site usage service you use?
… move toward
What are the promotional activities you general
questions …
feature on your Web site in exchange for this service?

What is the value of the usage information to you as a Webmaster?

What are two surprising items concerning end user
behavior on your site that you have discovered
by using this service?

Are “cookies” a better
way to measure
end user site
usage?

… and end with a
specific question.

in the other times, when this question opens the proverbial floodgates and much new data are
presented, though.
As you conclude the interview, summarize and provide feedback on your overall impres-
sions. Inform the interviewee about the subsequent steps to take and what you and other team
members will do next. Ask the interviewee with whom you should talk next. Set up future
appointment times for follow-up interviews, thank the interviewee for his or her time, and
shake hands.

Writing the Interview Report
Although the interview itself is complete, your work on the interview data is just beginning. You
need to capture the essence of the interview through a written report. It is imperative that you
write the interview report as soon as possible after the interview. This step is another way you
can ensure quality of interview data. The longer you wait to write up your interview, the more
suspect the quality of your data becomes.
After this initial summary, go into more detail, noting main points of the interview and your
own opinions. Review the interview report with the respondent at a follow-up meeting. This step
helps clarify the meaning the interviewee had in mind and lets the interviewee know that you are
interested enough to take the time to understand his or her point of view and perceptions.

Listening to Stories
Stories originate in the workplace, and many are shared with, and repeated by, coworkers.
Organizational stories, like myths and fables, are used to relay some kind of information. This
shared information is usually considered important enough to build an entire story around it, and