Transcript Slaids 1 - afraid.org

Intervijas
Zināšanu iegūšanas metodes
INTERVIJAS
Literatūra par intervijām
• Hickmann L. and Longman Cl. CASE Method: Business
Interviewing. Addison-Wesley, 1994.
• Kendall K.E. and Kendall J.E. Systems Analysis and
Design, Prentice Hall, Inc., 1998.,1995, 1992, 1988.
• McGraw K.L. and Harbison-Briggs K. Knowledge
Acquisition: Principles and Guidelines, Prentice Hall,
Inc., 1989.
• Rubiķis R. Intervijas izmantošana zināšanu iegūšanā.
Kursa darbs, Rīga, RTU, 1996.
• Lauberte I. Dokumentu komplekts biznesa intervijām.
Bakalaura darbs, Rīga, RTU, 1997.
ZINĀŠANU AVOTI
Cilvēku ziņojumi
Pasūtītāji
Pasūtītāju klienti
Eksperti
Novērojumi
Dokumentēta informācija
Uz papīra
Grāmatas
Dokumenti
Elektroniskā formā
Datu bāzes
CASE rīki
WWW
Sistçmanalîtiía trîs galvenie
darbîbas lauki
Zinâðanu
iegûðana
6-Jul-15
Zinâðanu
apstrâde
Zinâðanu
atspoguïoðana
4
Zinâøanu sadalìjums projekta
izstrâdâøanas laikâ
Lietotāju tekošā
darba prakse
Jaunā sistēma
Tehnoloģiskie
risinājumi
Abstraktās
zināšanas
Lietotāju
patreiuzējā darba
un organizācijas
modeļi
Ieceres un projekta
priekšlikumi
Tehnoloģisko
risinājumu
pārskats
Konkrētā
pieredze
Lietotāju konkrētā
darba pieredze
Konkrētā pieredze ar Konkrēta pieredze
jauno sistēmu
ar
tehnoloģiskajiem
risinājumiem
6-Jul-15
5
Zināšanu procesi
Projektētāja
zināšanas
Passūtītāja
Projekts
zināšanas
Pēc
projekta
6-Jul-15
6
Choosing domain experts
(attributes to consider)
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domain background
customer authorization
availability
personal characteristics and attitudes
Domain background
Experience
Teaching skills
Better
menory
(trainer & doer)
Current
practice
include
better ability to
verify and validate
formal education and training
practical experience
Customer authorisation
Selected experts are customer “authorised”
customers are more willing to accept knowledge
Availability
More renowned the expert the more difficult access
Two approaches
• Working with different experts (McGraw&Scale,(1987))
1) more desired experts - to build foundation for latter KA
2) “experienced” but less “valued” experts - to build skeletal structure
3) practicing experts - to review and refine previous work
•
gaining upfront management commitment (Reiss(1986))
3-4 hours for week: but:
in reality
3 hours in sessions per week
2 hours in review or preparing
varying intervals between sessions
Knowledge engineers must make excellent use of the time allowed
Personal characteristics and
attitudes
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Domain experience
Sense of humor
Good listener
Sense of commitment
Patience
Ability to communicate ideas and concepts
Introspectives of own knowledge
Willingness to prepare for sessions
Honesty with self and others
Persistance
How to select experts
• customer identification
• invitation information
– summary information about system to be developed
– examples of target functionality
– rationale for the need for experience
• interview test
resident experts
present design problem to
Benefits
• important design information
• possibility to observe experts
and their domain problem
potential
domain expert
completes the
sample problem
as much as possible
DOMAIN EXPERT ORIENTATION
or
Chose to participate
– more aware about
system technology
– more aware about
specific goals of functionality
– more aware about
amount of work they will be
asked to do
Decide to do NOT
participate
General topics for domain
expert orientation
1, Introduction to the system
2. Introduction to the functional tools of system
3. Importance of domain knowledge to system
functionality
4. Knowledge acquisition techniques - what to
expect
5. Preparedness of domain expert
a) time, role, responsibilities
b) videotape or slides of sample session
Questions to be answered
by orientation
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What will the resulting system be required to do?
At what level will the system be required to operate (e.g. job aid
or decision making tool?
Who will use the system (e.g. name, experts in the domain)?
What does the system development cycle look like?
What kinds of expertise will be needed?
How does knowledge acquisition fit in the development process?
What types of techniques will knowledge engineer use in
knowledge acquisition sessions (e.g. interviews, simulation)?
What happens in a knowledge acquisition session?
How much time can knowledge acquisition session be expected
to take?
from reviewing the
planned agenda
reviewing notes from
the actual session
Raksturīgākie problēmu tipi
(ekspertu komentāri pèc ZI
sesijām)
1. Sâkumâ es baidìjos, ka viņi ar datora palìdzìbu centìsies aizstât manu
darbu. Tikai tad, kad sapratu, ka ekspertsistèma palìdzès cilvèkiem labâk
izpildìt viðu uzdevumus, sâku justies komfortabli.
2. Sâkumâ man likâs, ka tas ir cienìjami bút par ekspertu. Bet vèlâk sapratu,
ka tas ir garlaicìgi un nogurdinoøi. Daýkârt es nevarèju saprast kâpèc
zinâøanu inýenieris jautâ man tâdus piekasìgus jautâjumus. Likâs, ka jo
vairâk es atbildu, jo vairâk man tiek jautâts.
3. Mans zinâøanu inýenieris bija patìkams cilvèks un spèjìgs âtri mâcìties.
Viðø atklâti pateica, ka neko nezin par sistèmu un ka man vajadzètu
pastâstìt par to paøu galveno. Vienìgâ problèma bija tas, ka mums nebija
pietiekoøi daudz laika lai varètu sâkt visu øâdi no nulles.
4. Mans priekønieks izvèlèjâs mani par ekspertu øim projektam. Neviens no
mums nezinâja cik laika tam bús vajadzìgs. Viðø nesaprata mani, kad
lúdzu palìdzèt risinât manus pienâkumus tâ, lai man bútu laiks veikt
eksperta pienâkumus. Es tieøâm jutos pârslogots veicot vienu
pamatdarbu un vèl eksperta pienâkumus, iekams mans priekønieks
saprata, ka man ir vajadzìga palìdzìba
5. Man bútu gribèjies jau paøâ sâkumâ zinât, ko nozìmè bút
problèmas ekspertam. Bija tâ, ka priekønieks ienâca manâ
istabâ un teica, ka es búøu øìs sistèmas eksperts un ka
nâkamajâ dienâ man bús jâparunâ ar daýiem cilvèkiem par
to, ko es daru. Es nezinâju, ne kas ir MI, ne kas ir ES, ne
ko viði no manis sagaida. Sâkumâ es patieøâm biju îoti
nervozs.
6. Viði man lìdza pârskatìt zinâøanu iegúøanas sesijas
pierakstus. Man nebija pretenziju pret sesijas
pârskatìøanu, bet es mazliet baidìjos parakstìties, ka viss ir
kârtìbâ. Ko tad, ja sistèma nestrâdâs pareizi un mans
priekønieks man pârmestu, vai arì kâdi citi teiktu, ka tâ ir
nepareiza. Cik tas ir apgrútinoøi.
THE INTERVIEWING
PROCESS
• Planning the interview
• Conducting the actual interview
– beginning the interview
– the body of the interview
– closing the interview
• Writing the interview report
Planning the interview
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Read background material
Establish Interviewing Objectives
Decide who to interview
Prepare the interview
Decide on question types and structure
Decide how the information is to be
recorded
TYPES OF QUESTIONS
PRIMARY
QUESTIONS
OPEN
SECONDARY
QUESTIONS
CLOSED
multipolar
bipolar
SILENCE
PROBE
PROMPTING
PROBE
Open-ended questions
Tend to be broad
Place few constraints on the responder
Encourage free responses
To be used when you want to discern
– interviewer's scope of understanding
– response certainty
– what the interviewer thinks is important about the
topic
Piemēram: Kādas ir raksturîgâkâs datu ievades kļūdas, ko pieļauj
jûsu darbinieki?
Closed questions
• limits the response available to the
interviewee
• effective when interviewer needs a specific
pace of the information
Daudzpolârie jautâjumi
1) Cik atskaites mènesì jums ir jâsagatavo?
2) Cik ilgi Jús sadarbojaties ar DATI?
3) Kurø no nosauktajiem inf. avotiem jums øæiet svarìgâkais?
– aizpildìtas klientu súdzìbu formas
– tikøanâs ar klientie “aci pret aci”
– atpakaî nosútìts produkts
4) Kurš no jums saðem øo informâciju?
Bipolârie jautâjumi
1) Vai jús lietojat datoru?
2) Vai jús piekrìtat, ka øo funkciju bútu lietderìgi izpildìt ar
datoru?
3) Vai jús vèlaties saðemt katru mènesi izdruku par júsu
rèæina stâvokli?
4) Vai øajâ formâ ir ietverta visa vajadzìgâ informâcija?
Preserving session information
Manual
note taking
audiotype
videotype
• Decide before the interview what note
taking process will be used
• Ready the appropriate equipment befor
the session plan is put in place
• Announce the note taking methodology to
the interview before the session
Before the interview
The day preceding your interview
– contact your interviewers to reconfirm times and places of
interviews
– coordinate appointment with any other team members
– gather necessary materials
Dress in a credible manner
Arrive a little early for your interview
– use the extra time to review your notes
– start making observation about the organisation
– affirm with the interviewee that you are present and ready to
begin the interview
Beginning the interview
As you enter: Shake hands remind your name  briefly outline (once more):
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–
why you are there
why you chose to interview him or her
As you sit down:
take out your type recorder / note pad
remind that you will record important points
tell what you will do with data
reassure about confidentiality
---check facilities
Main function: to motivate participants to communical actively
to set the fone of interview
» professional
» nonthreatening
» relaxed
Intervijas laikā
• Pieturēšanās pie mērķa
• Laika kontrole
• KLAUSĪŠANĀS
Noslēdzot interviju
• Norunāt par rezultātu apstiprināšanu
• Radīt iespēju tikties vēlreiz, ja būs
nepieciešams
Pēc intervijas
• Uzrakstīt atskaiti 24 stundu laikā
• Nosūtīt atskaiti pārbaudei