If your customer interview questions focus too narrowly on a problem that must be solved, you run the risk of missing information that could be critical to a successful outcome. In this column, Naomi Karten says playing detective improves your ability to gather information. To improve the odds of success, it's important to ask questions from multiple perspectives—and to pay attention not only to the customers' response, but to how they say it as well.
When clients ask me how to devise good information-gathering questions to ask their customers, one of several approaches I suggest is to mix project-focused questions with customer-focused questions. First, I'll describe a related aspect of information gathering that was reinforced for me as I read Stephen White's psychological thriller, Cold Case—no relation to the TV show of the same name.
In the heart of the story during the investigation of a crime, the psychologist/narrator Alan sits in on an interview his cop-friend Sam conducts with a witness. Alan is intrigued by how different Sam's interview technique is from his own. Alan observes that "the most glaring difference between a psychologist-interviewer and a cop-interviewer is that the cop treasures the facts more than the psychologist does." Alan explains he avoids allowing the facts of the case to masquerade as the truth, because truth sometimes bears little resemblance to his patients' recall of the facts. By contrast, facts are precisely what Sam seeks. For Sam, facts are the key to solving the case.
Facts vs. Facial Expressions
As Alan observes Sam's technique—"guiding, prodding, probing"—he notes numerous instances where he would have followed a different path. For example, a barely detectable expression of anger "would have warranted a diversion" to find out what caused it. The fingernails the witness dug into her skin would have prompted him to ask, "What is that about?" But Sam's attention was riveted on the factual details of the witness's experience: the setting, people in the vicinity, what she and others were wearing, what she did first, next, and so on.
In reflecting on Sam's approach, Alan concluded that it wasn't actually these mundane details that were important. Rather, what Sam was trying to do was to spur the witness to "stretch her mental muscles" so as to recall facts that might otherwise remain hidden—and that might be germane to solving the case.
Although a criminal investigation is not exactly the most appropriate analogy for IT—although some of you might disagree—both the cop's focus on facts and the psychologist's focus on behavioral nuances are relevant to IT information gathering. Both orientations are useful in the approach I mentioned above, regarding asking project-focused and customer-focused questions.
Start by identifying categories of issues that may have a bearing on project success. Then prepare a list of questions for each category. These are cop questions; their purpose is to surface aspects of the project that customers might not otherwise think to mention.
When I suggest this approach to my clients, some of the categories of questions they identify include: business, equipment, scheduling, staffing, risks, constraints, government regulations, third parties, security, timing, benefits, workload distribution, company policy, external parties, start-up, and existing procedures.
Questions relative to three of these categories might include:
- What issues could cause the problem to grow or change in ways that we ought to consider?
- What are the pros and cons of leaving things as they are right now?
- What does this project entail that is especially new or different?
- What complications have you experienced in past projects of this kind?
- What seasonal demands does your division face that could affect response time?
- What would be the consequences—both positive and negative—of waiting until next year to address this problem?