1.6 Interviewing Techniques

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1.6 Interviewing Techniques

Other than demographic data, most of the information you seek will be collected from one-on-ones or meetings with the owners or gatekeepers of that sought-after knowledge. Project managers tend to be single-minded and rushed, so we forget that information is a form of corporate currency. Thus, you cannot assume that people will readily part with it just because you ask for it, with nothing offered in exchange. Although some people will gladly tell you everything you need (and much, much more), others will be suspicious of your inquiries. Some are guarding or hiding information, whereas others simply do not share.

In Chapter 13, I will confess to having considerable experience in technical sales and sales management as a prelude to exploring many of the customer management skills I was taught or developed in those days. In this section, it should be useful to spell out the interview strategy I learned during that period. I hope it will assist you in the verbal part of the discovery process. This is my approach:

  • Learn about the individual and his or her function, plus their organization's role, prior to the interview. I like to know if they are "connected" to any well-known or notorious players I may be familiar with, or should be.

  • Recognize that people are different, so find out what you can about your quarry. I like to know if the subject is open, friendly, and generous, or if other personality attributes are more dominant.

  • Prepare in advance the questions you need answered.

  • When scheduling the meeting, explain your mission in general terms so they can prepare, arrange for the right people to be there as well, or allot enough time.

  • Begin the meeting with a general overview of your mission and how you feel they can help you.

  • Keep the discussion as conversational as possible. Work in your questions.

  • Let the interviewee talk. Avoid interrupting him or her; circle back for clarification.

  • Provide information if asked, but make it seem like they are getting the inside scoop.

  • Gently steer the interviewee back to your flow when he or she gets off topic.

  • Summarize what you think you heard, and ask for confirmation.

  • Ask whom else you could benefit from talking to (and why).

I do not know about you, but I am a poor note taker, and my mind wanders. Sometimes, I try to finish other people's sentences for them. All this leads to ineffective interview results. Guard against any such tendencies you may exhibit. Keep summarizing what you think you heard until you are comfortable that you and the interviewee are communicating. After the meeting, write it up in an e-mail to this individual, and send copies to others as appropriate. Among other things, this establishes your seriousness, and puts them on notice that they are being quoted publicly. [2] I always include a standard line soliciting corrections for errors or omissions. If referred to other individuals, I follow up with them, making sure to mention that, "So-and-so thought I should speak to you about the such-and-such." And do not forget to thank anyone who gives you his or her time, even if it was a waste of yours.

Not everything you learn during this process will turn out to be true or relevant. In fact, you may miss things that indicate hidden issues or pending risk. Ralph may tell you how important he and his department are going to be to your project, when, in fact, Ralph tells everyone how important he and his department are. Still, handle everyone with tact and respect, because you just do not know what tomorrow or next year will bring. Ralph might have struck you as a bit pompous, or steered you in the wrong direction, either wittingly or otherwise. Corporate realities are such that Ralph may also be a gatekeeper who can clog your critical path somewhere down the road. So, even if your Ralph "experience" was unproductive and annoying, chances are that Ralph is here to stay. So, it is best to slap a smile on your face and get on Ralph's best side, if you can find it.

[2]Unless, of course, the information is truly confidential or potentially inflammatory.



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Complex IT project management(c) 16 steps to success
Complex IT Project Management: 16 Steps to Success
ISBN: 0849319323
EAN: 2147483647
Year: 2004
Pages: 231
Authors: Peter Schulte

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