Interviews are a common technique used by business analysts to elicit requirements from stakeholders. There are two main types of interviews - structured interviews which use predefined questions, and unstructured interviews where questions are adapted based on responses. When planning interviews, the business analyst should consider the goal, potential interviewees, what questions to ask, logistics, and how to structure the interview. Interviews allow for participation, discussion, and observation of non-verbal cues, but require time and training to conduct effectively.

1. TECHNIQUES: INTERVIEWS
SARAH LOFTUS | NBCC | FEBRUARY 12, 2018

2. PURPOSE AND USE OF INTERVIEWS
The purpose of an interview is to gain information for a proposed solution by
talking to stakeholders, asking questions, and documenting the answers. It can
be used to establish relationships and trust, and to increase stakeholder
involvement or support.

3. DESCRIPTION
Interviews are a common technique used to elicit requirements from stakeholders. Normally done one-on-one, in
a group interview the BA will make sure to get a response from each interviewee.
There are two basic types of interview:
• The structured interview, where a predefined set of questions are asked.
• The unstructured interview, where questions vary based on responses.
A combination of the two may also be used.
The success of an interview relies on the interviewer’s level of understanding of the topic, their experience and
skill, and the interviewee’s cooperation, clarity, and rapport with the interviewer.

4. EXAMPLES
• Mark needs to determine system functions for a new accounting system. He puts together a list of
questions and holds structured interviews with the personnel who will use it, to learn what they need
the system to do.
• Claire wants to propose a change to her company’s current employee benefits plan. She gathers a group
of employees from across the company and holds unstructured interviews to learn what her coworkers
want and who will support her.
• Taylor had a predetermined list of questions but during interviews quickly learned that stakeholders had
more feedback than the questions covered. Taylor began to include questions based on stakeholder
responses, mixing structured and unstructured interview techniques.

5. ELEMENTS
1. THE INTERVIEW GOAL: when planning an interview, consider the purpose of the interview based on
business needs and the individual goals for each interview. An administrative assistant will have
different needs than a vice-president. Be sure to inform each interviewee of the goals.
2. POTENTIAL INTERVIEWEES: With the help of the project manager, project sponsor, and other stakeholders,
identify potential interviewees based on the overall goal for the interview.

6. ELEMENTS
3. INTERVIEW QUESTIONS: Design questions according to the interview goal. Are you collecting data,
researching point of view, developing a solution, or building rapport with stakeholders?
There are two types of interview questions:
1. Open-ended questions: used to start a dialogue (“what do you think about…?”). They let the
interviewee provide information the analyst may not be aware of.
2. Closed questions: used to obtain a single response, a ‘yes’, ‘no’, or specific number. They can
be used to clarify or confirm previous answers.
4. INTERVIEW LOGISTICS: Where to hold the interview, whether to record it, whether to send the questions in
advance, and whether the results will be confidential.

7. ELEMENTS
5. INTERVIEW FLOW: Includes:
1. Opening the interview: describe the purpose of the interview, confirm interviewee roles, address
initial concerns, and explain how the data from the interview will be used.
2. Conducting the interview: focus on goals and questions, consider interviewee cooperation levels,
consider that several meetings might be required, address interviewee concerns during the
interview or with a follow-up email, practice active listening, and take notes or record the
interview as appropriate.
3. Closing the interview: ask interviewees if any areas were missed during the interview, provide
contact info, summarize the session, outline how results will be used, and thank interviewees for
their time.
6. INTERVIEW FOLLOW-UP: Share information with interviewees as soon as possible after the interview.

8. STRENGTHS AND LIMITATIONS
• STRENGTHS:
• Encourages stakeholder participation
• Can be used in a variety of situations
• Permits discussions, and explanations of questions and answers
• Allows observation of non-verbal communication
• Interview can ask follow-up questions to confirm their understanding
• Maintains focus by use of clear objectives
• Allows interviewees to express opinions in private they may be reluctant to share publicly

9. STRENGTHS AND LIMITATIONS
• LIMITATIONS:
• Requires a significant amount of time
• Considerable commitment and involvement is required for all participants
• Training on conducting effective interviews is required
• Documentation may be subject to interviewers interpretation
• Presents the risk of leading the interviewee