) and project specifics, a common sequence starts with a

1. Project Vision Document: This document outlines the overall goals, objectives, and
scope of the project, providing a high-level overview for all stakeholders.
2. Business Analysis Plan: This plan details the approach, scope, deliverables, and timeline
for the business analysis activities throughout the project.
3. Business Requirements Document (BRD): The BRD defines the business needs and
objectives that the project aims to fulfill, providing a high-level overview of the project's
requirements.
4. Stakeholder Analysis: This document identifies and categorizes stakeholders, analyzing
their influence and impact on the project.
5. Functional Requirements Document (FRD) / Functional Specification Document (FSD):
The FRD specifies how the system will function to meet the business requirements,
detailing specific functionalities and behaviors.
6. System Requirements Specification (SRS): The SRS document details the technical
requirements that the system must meet to support the functional requirements, often
building upon the FRD.
7. User Stories (Agile): In Agile methodologies, user stories capture specific functionalities
from the end-user's perspective.
8. Use Cases: Use cases describe how users will interact with the system to achieve specific
goals, complementing user stories.
9. Requirement Traceability Matrix (RTM): The RTM links requirements to design,
development, and testing activities, ensuring all requirements are addressed throughout
the project lifecycle.
10. Process Flow Diagrams: Visual representations of how processes will work, aiding in
understanding workflows and identifying potential issues.
11. Solution Approach Document: This document outlines the proposed solution and how it
will be implemented to meet the identified requirements.
12. Impact Analysis Document: This document assesses the potential impact of the project
on existing systems, processes, and stakeholders.
13. Change Request Documents: These documents are used to manage and track any
changes or modifications to the project requirements or scope.
14. Test Plan/Test Cases: These documents outline the testing strategy and specific test
cases to ensure the system meets the defined requirements.
15. Minutes of the Meeting/Status Reports: These documents capture the key discussions,
decisions, and progress updates throughout the project.

2. How do you see yourself fit for the role of business analyst in our company?
Secondly, illustrate your experience, attitude, and skills that make you a good fit for the
company.
You can give examples of the previous works that show the interviewer what benefits you will
bring to the company. Make sure your answer has a problem and the solution you
implemented.
Pro Tip: Make sure you also focus on the skills outlined in the job advertisement when you are
highlighting and explaining your experience and competencies.
1. Started off as a Programmer analyst in Cognizant where my role was to revise the
functional requirements collected by the Business Analyst. So, I found myself interested in the
role and stepped up by participating in the elicitation meetings and providing demos to the
clients.
2. Further, in REI Systems, along with the full-fledge responsibility of BA, I also worked as a
Scrum Master as at that time our entire project was under transition to Agile Scrum
methodology. So I gained a good experience of it as I got to understand the practical advantages
of Agile over waterfall and was handling the entire project by acting both as a BA and SM.
3. Now currently in SATECH, being a senior business analyst:
a. I am working as a Product Owner to our current project.
b. Here I have to be in constant touch with our Business stakeholders and maintain an
updated epic consisting of all the current and upcoming User Stories.
c. Keep in touch with UI/UX team to align the in-hand requirements with in progress
wireframes.
d. I also have to keep a check on all the US maintained by the Associate BAs and the take
regular updates on the ongoing work in the current sprint.
e. In case, there is any [ADC1]

Senior Business Analyst professional with 9.5 work experience.

Roles and Responsibilities

• Elicit & Translate Business requirement to User Stories\BRD\FRD\SRS
• Conduct Gap Analysis\Scope Analysis\Impact Analysis on Business Process using techniques
like use case diagrams (UML) \ Context Diagram (Data Flow Modelling) \ BPMN (process
modelling)\Flow charts
• Conduct AS-IS and TO-BE Analysis and suggest Fit for Business Solution
1. What is the role of a business analyst?
· Business Analyst is responsible to deliver software solution by supporting across the
software development life cycle.
· Business analysts essentially work as a bridge between different stakeholders in any
organisation. Hence, they collaborate with business stakeholders to identify business needs,
research, and draft business cases.
· They elicit and analyze requirements using various techniques, translates it into actionable
user stories and prioritize backlog.
· Helps in designing the solution, validating the development work and releasing the product
in the market.
· They possess professional domain knowledge and help sort business needs amongst
stakeholders of different domains.
· Ideally, Business Analysts also engage with business leaders to understand obtain data-
driven solutions to improve efficiency. These changes are applied to processes, products and
services.
· Altogether, they execute and implement ideas that are both technologically and
financially feasible.

1. What is the role of a business analyst?

· Business Analyst is responsible to deliver software solution by supporting across the
software development life cycle.
· Business analysts essentially work as a bridge between different stakeholders in any
organisation. Hence, they collaborate with business stakeholders to identify business needs,
research, and draft business cases.
· They elicit and analyze requirements using various techniques, translates it into actionable
user stories and prioritize backlog.
· Helps in designing the solution, validating the development work and releasing the product
in the market.
· They possess professional domain knowledge and help sort business needs amongst
stakeholders of different domains.
· Ideally, Business Analysts also engage with business leaders to understand obtain data-
driven solutions to improve efficiency. These changes are applied to processes, products and
services.
· Altogether, they execute and implement ideas that are both technologically and
financially feasible.

1. What is the role of a business analyst in an organization?

A business analyst is a liaison or a link between different stakeholders belonging to different
domains in an organization. A business analyst should have the capabilities to fulfill the business
objectives and balance the needs of various stakeholders.
Q. What are the Key Documents Needed to be Prepared by a Business Analyst in sequence?
Business analyst documents are often created in a specific sequence to guide the project from
initiation to completion. While the exact order can vary based on methodology (e.g., waterfall
vs. agile) and project specifics, a common sequence starts with a
16. Project Vision Document: This document outlines the overall goals, objectives, and
scope of the project, providing a high-level overview for all stakeholders.
17. Business Analysis Plan: This plan details the approach, scope, deliverables, and timeline
for the business analysis activities throughout the project.
18. Business Requirements Document (BRD): The BRD defines the business needs and
objectives that the project aims to fulfill, providing a high-level overview of the project's
requirements.
19. Stakeholder Analysis: This document identifies and categorizes stakeholders, analyzing
their influence and impact on the project.
20. Functional Requirements Document (FRD) / Functional Specification Document (FSD):
The FRD specifies how the system will function to meet the business requirements,
detailing specific functionalities and behaviors.
21. System Requirements Specification (SRS): The SRS document details the technical
requirements that the system must meet to support the functional requirements, often
building upon the FRD.
22. User Stories (Agile): In Agile methodologies, user stories capture specific functionalities
from the end-user's perspective.
23. Use Cases: Use cases describe how users will interact with the system to achieve specific
goals, complementing user stories.
24. Requirement Traceability Matrix (RTM): The RTM links requirements to design,
development, and testing activities, ensuring all requirements are addressed throughout
the project lifecycle.
25. Process Flow Diagrams: Visual representations of how processes will work, aiding in
understanding workflows and identifying potential issues.
26. Solution Approach Document: This document outlines the proposed solution and how it
will be implemented to meet the identified requirements.
27. Impact Analysis Document: This document assesses the potential impact of the project
on existing systems, processes, and stakeholders.
28. Change Request Documents: These documents are used to manage and track any
changes or modifications to the project requirements or scope.
 29. Test Plan/Test Cases: These documents outline the testing strategy and specific test
cases to ensure the system meets the defined requirements.
30. Minutes of the Meeting/Status Reports: These documents capture the key discussions,
decisions, and progress updates throughout the project.

2. How do you see yourself fit for the role of business analyst in our company?
Secondly, illustrate your experience, attitude, and skills that make you a good fit for the
company.
You can give examples of the previous works that show the interviewer what benefits you will
bring to the company. Make sure your answer has a problem and the solution you
implemented.
Pro Tip: Make sure you also focus on the skills outlined in the job advertisement when you are
highlighting and explaining your experience and competencies.
1. Started off as a Programmer analyst in Cognizant where my role was to revise the
functional requirements collected by the Business Analyst. So, I found myself interested in the
role and stepped up by participating in the elicitation meetings and providing demos to the
clients.
2. Further, in REI Systems, along with the full-fledge responsibility of BA, I also worked as a
Scrum Master as at that time our entire project was under transition to Agile Scrum
methodology. So I gained a good experience of it as I got to understand the practical advantages
of Agile over waterfall and was handling the entire project by acting both as a BA and SM.
3. Now currently in SATECH, being a senior business analyst:
a. I am working as a Product Owner to our current project.
b. Here I have to be in constant touch with our Business stakeholders and maintain an
updated epic consisting of all the current and upcoming User Stories.
c. Keep in touch with UI/UX team to align the in-hand requirements with in progress
wireframes.
d. I also have to keep a check on all the US maintained by the Associate BAs and the take
regular updates on the ongoing work in the current sprint.
e. In case, there is any [ADC1]

Senior Business Analyst professional with 9.5 work experience.

Roles and Responsibilities

• Elicit & Translate Business requirement to User Stories\BRD\FRD\SRS
• Conduct Gap Analysis\Scope Analysis\Impact Analysis on Business Process using techniques
like use case diagrams (UML) \ Context Diagram (Data Flow Modelling) \ BPMN (process
modelling)\Flow charts
• Conduct AS-IS and TO-BE Analysis and suggest Fit for Business Solutions by designing a
Change Strategy.
• Organize & Lead Requirement Gathering (Elicitation) meetings using techniques like
Interviews, Questionnaires, Interface Analysis, Document Analysis, Brainstorming Sessions
and Focus Group Discussions
• Prioritize Requirements using MOSCOW and Business Value methods
• Deliver Requirement documents like BRD\FRD\SRS\Use Case\Process Flow\Change
Requests\SRS\ Traceability Matrix\Mind Maps
• Communicate clients business requirements by constructing easy to understand data and
process models
• Involved in creating wire-frames and mock ups for the system
• Verification\Validation of requirements to ensure they deliver business value by conducting
various Reviews and workshops with clients
• Performed quality assurance (functional testing) and user acceptance testing facilitating on-
time, on-budget and acclaimed “go-live” of the application.
• Act center point of contact for all project activities liaising with Delivery Managers

3. What, according to you, are the core competencies of a Business Analyst?

A business analyst must have:
· Exceptional communication and negotiation skills
· Analytical thinking
· Problem-solving
· Decision making
· A business analyst should have industry knowledge, business process management skills
along with technical proficiency.
Q) What are the best practices you follow while eliciting requirements?
- Eliciting requirements is a critical step in any project, as it lays the foundation for solution
design and stakeholder alignment. I follow a structured and collaborative approach to ensure
accuracy, completeness, and clarity. Below are the best practices I consistently follow:

1. Stakeholder Identification and Analysis

 Identify all relevant stakeholders (business, technical, end-users, regulatory bodies).
 Analyze their roles, influence, and expectations to tailor the communication style and
engagement level.
 Maintain a stakeholder matrix to track involvement and priorities.

2. Choose the Right Elicitation Techniques

 Interviews: One-on-one sessions with key stakeholders to gather detailed insights.
  Workshops/JAD sessions: Collaborative discussions to identify requirements, resolve
conflicts, and build consensus.
 Surveys/Questionnaires: Useful for gathering inputs from large or distributed user
groups.
 Observation/Shadowing: Helps understand current workflows and pain points in real-
time.
 Document Analysis: Review existing documentation, SOPs, SLAs, and reports to uncover
implicit requirements.

3. Establish Clear Objectives and Scope

 Define the business problem, objectives, and scope early with the stakeholders.
 Set clear expectations about deliverables and timelines for the elicitation phase.

4. Use Visual Aids and Models

 Create process flow diagrams, wireframes, use cases, and user stories to visualize
requirements.
 Tools like Visio, Balsamiq, and Adobe XD help communicate complex ideas more clearly.

5. Ask Open-Ended and Probing Questions

 Start with open-ended questions to explore needs thoroughly.
 Use probing and follow-up questions to clarify assumptions and get to the root of the
requirement.

6. Validate and Prioritize Requirements

 Continuously validate requirements with stakeholders to ensure they reflect actual
business needs.
 Use prioritization techniques like MoSCoW, Kano Model, or Weighted Scoring for
backlog grooming.

7. Document Requirements Clearly

 Create detailed BRDs, FRDs, or SRS documents using consistent formats and terminology.
 Maintain version control and use collaboration tools to keep documents updated and
accessible.

8. Manage Assumptions and Constraints

 Explicitly document and validate all assumptions and constraints with stakeholders to
avoid surprises during development.
9. Collaborate Across Teams
 Engage with both business and technical teams regularly to bridge the gap between user
needs and implementation feasibility.
 Act as a liaison during Agile ceremonies such as backlog grooming, sprint planning, and
reviews.

10. Maintain a Feedback Loop

 Encourage ongoing feedback throughout the elicitation process to refine and improve
requirements continuously.
 Conduct reviews and walkthroughs for final sign-off.

Conclusion
By adhering to these best practices, I ensure that requirements are accurate, actionable, and
aligned with business objectives, ultimately leading to successful project outcomes and
stakeholder satisfaction.

4-a. List some of the skills and tools used by Business Analysts.
Technical skills/tool – MS Office Suite, Google Docs, Tableau, PowerBI, Database knowledge,
ERP systems (Enterprise resource planning like ), SQL, and more.
Non-Technical/business Analysis skills – Documentation, requirement elicitation, business
process management, and more.
Pro Tip: You can tailor your answer to highlight your unique skills and experience.

4-b. What is ERP System?

Enterprise resource planning (ERP) is a software system that helps you run your entire business,
supporting automation and processes in finance, human resources, logistics and manufacturing,
supply chain management, Customer Relationship management, services, procurement, and
more.
Eg.: (https://www.google.com/search?
q=erp+examples&rlz=1C1GCEA_enIN1047IN1047&oq=erp+ex&gs_lcrp=EgZjaHJvbWUqDQgAE
AAYgwEYsQMYgAQyDQgAEAAYgwEYsQMYgAQyBggBEEUYOTIHCAIQABiABDIHCAMQABiABDIH
CAQQABiABDIHCAUQABiABDIHCAYQABiABDIHCAcQABiABDIHCAgQABiABDIHCAkQABiABKgC
ALACAA&sourceid=chrome&ie=UTF-8)

5. Do you have any technical skills? Can you list your database skills or business intelligence
skills?

You can describe the specific Business Intelligence tools you have used. If you have experience
in handling the system the organization uses, highlight that to your interviewer.

6. What is INVEST criteria?

(INVEST -> QUALITY OF A USER STORY)

INVEST is an abbreviation of Independent, Negotiable, Valuable, Estimable, Sized appropriately,

and Testable.

INVEST stands for a set of criteria used to assess the quality of a user story. If the story fails to
meet one of these criteria, the team may reword it, or even consider a rewrite (which often
translates into physically tearing up the old story card and writing a new one). This term is used
by business analysts and project managers to deliver quality services and products.

A good user story should be:

“I” ndependent (of all others)
“N” egotiable (not a specific contract for features)
“V” aluable (or vertical)
“E” stimable (to a good approximation)
“S” mall (so as to fit within an iteration)
“T” estable (in principle, even if there isn’t a test for it yet)

7-a. Are you aware of MoSCoW technique and how does it work?
(MOSCOW -> PRIORITIZATION TECHNIQUE FOR MANAGING REQUIREMENTS)

MoSCoW prioritization, also known as the MoSCoW method or MoSCoW analysis, is a popular
prioritization technique for managing requirements. The acronym MoSCoW represents four
categories of initiatives: must-have, should-have, could-have, and won't-have, or will not have
right now or Wish (rare cases).

Before running a MoSCoW analysis, a few things need to happen.

· First, key stakeholders and the product team need to get aligned on objectives and
prioritization factors. Then, all participants must agree on which initiatives to prioritize.
· At this point, your team should also discuss how they will settle any disagreements in
prioritization.
· If you can establish how to resolve disputes before they come up, you can help prevent
those disagreements from holding up progress.
· Finally, you’ll also want to reach a consensus on what percentage of resources you’d like to
allocate to each category.
With the groundwork complete, you may begin determining which category is most appropriate
for each initiative. But first, let’s further break down each category in the MoSCoW method.

7-b. Are you aware of SWOT and how does it work?

(SWOT -> TECHNIQUE FOR RESOURCE ALLOCATION IN ORGS OR A STRATEGY PLANNING &
MANAGEMENT TECHNIQUE FOR PERSON OR ORG)

SWOT or Strengths, Weaknesses, Opportunities, and Threats Analysis is the most widely used
technique in organizations for proper resource allocation.
A business analyst should be able to identify the strengths and weaknesses of any corporate
framework and translate them into opportunities and threats.
Also, SWOT analysis is a strategic planning and strategic management technique used to help a
person or organization identify Strengths, Weaknesses, Opportunities, and Threats related to
business competition or project planning. It is sometimes called situational assessment or
situational analysis.

7-c. Are you aware of MOST analysis and how does it work?
(MOST -> USED TO IMPROVE INTERNAL PROCESSES AND COMPANY CULTURE BY ANALYZING
THE ORGANIZATION’S INTERNAL ENVIRONMENT)
MOST is short for Mission, Objectives, Strategies, and Tactics.

The MOST Analysis is an analytical technique that is used for strategic planning and strategy
development. The technique is used to evaluate what an organisation wants to achieve
(through a mission statement and objectives), and how it wants to achieve this (through
strategy and tactics).
MOST analysis is extremely powerful – and often empowers businesses with a new sense of
capability and purpose.

Note: SWOT analysis is a way of identifying strengths, weaknesses, opportunities, and threats
which are faced by the company. MOST Analysis takes this information one step further in that
it helps to develop mission action plans for each strength or opportunity identified!

7-d. Are you aware of PESTLE and how does it work?

(PESTLE -> ANALYSE HOW EXTERNAL KEY FACTORS IMPACTS BUSINESS OPERATIONS)
A PESTLE analysis studies the key external factors (Political, Economic, Sociological,
Technological, Legal and Environmental) that influence an organisation.
It can be used in a range of different scenarios and can guide people professionals and senior
managers in strategic decision making.

8. What do you mean by project deliverables?

These are the set of measurable services and products delivered to the end customer after
project completion. It is the outcome of the project.

9. How do you keep yourself updated about the latest business trends and knowledge?
[ADC2]
With this business analyst interview question, the recruiter wants to evaluate if you are
motivated enough to keep pace with emerging latest business developments and trends.

The interviewer wants to know what actions you take to keep your knowledge and skills
updated. You can answer this question by including references to news and industry
publications. You can also list the events and conferences you attend to connect with the
business community.

10. What are the various stages of a business project?

A project management life cycle consists of 5 distinct phases that combine to turn a project idea
into a working product.

The main stages of any business or IT project are

· Initiation
· Planning
· Execution
· Monitoring
· Closure

11. Are you aware of SMART and how does it work?

The ‘SMART’ criteria ensure that the goals you set for your project are critically analyzed. It is an
established method that reduces risk and allows project managers to make clearly defined and
achievable goals.
https://kissflow.com/project/five-phases-of-project-management/

The acronym SMART stands for:

11. Explain UML and its uses?

UML or Unified Modeling Language is a general-purpose, developmental modelling language
that provides a standard way to envision the system. It is used to rationalize the system
behaviour for the detection and elimination of errors/bottlenecks.

Que: The 7 Phases of the Software Development Life Cycle

The SDLC process will look a little different for every team and product. However, these are the
stages that most SDLC frameworks have in common:

The software development life cycle can be an iterative process.

1. Planning & Analysis
The first phase of the SDLC is the project planning stage where you are gathering business
requirements from your client or stakeholders. This phase is when you evaluate the feasibility of
creating the product, revenue potential, the cost of production, the needs of the end-users, etc.

To properly decide what to make, what not to make, and what to make first, you can use a
feature prioritization framework that takes into account the value of the software/update, the
cost, the time it takes to build, and other factors.

Once it is decided that the software project is in line with business and stakeholder goals,
feasible to create, and addresses user needs, then you can move on to the next phase.

2. Define Requirements
This phase is critical for converting the information gathered during the planning and analysis
phase into clear requirements for the development team. This process guides the development
of several important documents: a software requirement specification (SRS) or product
specification, a Use Case document, and a Requirement Traceability Matrix document.

3. Design
The design phase is where you put pen to paper—so to speak. The original plan and vision are
elaborated into a software design document (SDD) that includes the system design,
programming language, templates, platform to use, and application security measures. This is
also where you can flowchart how the software responds to user actions.

In most cases, the design phase will include the development of a prototype model. Creating a
pre-production version of the product can give the team the opportunity to visualize what the
product will look like and make changes without having to go through the hassle of rewriting
code.

4. Development
The actual development phase is where the development team members divide the project into
software modules and turn the software requirement into code that makes the product.

This SDLC phase can take quite a lot of time and specialized development tools. It’s important to
have a set timeline and milestones so the software developers understand the expectations and
you can keep track of the progress in this stage.

In some cases, the development stage can also merge with the testing stage where certain tests
are run to ensure there are no critical bugs.

Keep in mind, different types of product development software will have different specialties so
you’ll want to pick the one that suits you best.

5. Testing
Before getting the software product out the door to the production environment, it’s important
to have your quality assurance team perform validation testing to make sure it is functioning
properly and does what it’s meant to do. The testing process can also help hash out any major
user experience issues and security issues.

In some cases, software testing can be done in a simulated environment. Other simpler tests
can also be automated.
The types of testing to do in this phase:

· Performance testing: Assesses the software's speed and scalability under different
conditions
· Functional testing: Verifies that the software meets the requirements
· Security testing: Identifies potential vulnerabilities and weaknesses
· Unit-testing: Tests individual units or components of the software
· Usability testing: Evaluates the software's user interface and overall user experience
· Acceptance testing: Also termed end-user testing, beta testing, application testing, or field
testing, this is the final testing stage to test if the software product delivers on what it promises

6. Deployment
During the deployment phase, your final product is delivered to your intended user. You can
automate this process and schedule your deployment depending on the type. For example, if
you are only deploying a feature update, you can do so with a small number of users (canary
release). If you are creating brand-new software, you can learn more about the different stages
of the software release life cycle (SRLC).

7. Maintenance
The maintenance phase is the final stage of the SDLC if you’re following the waterfall structure
of the software development process. However, the industry is moving towards a more agile
software development approach where maintenance is only a stage for further improvement.

In the maintenance stage, users may find bugs and errors that were missed in the earlier testing
phase. These bugs need to be fixed for better user experience and retention. In some cases,
these can lead to going back to the first step of the software development life cycle.

Q.) BRD
- A BRD, or Business Requirements Document, is a comprehensive document outlining a
project's goals, scope, and requirements. While typically used for larger projects, a BRD can be
created for a single, specific requirement. In such cases, the document would focus on the
context, objectives, and details related to that single requirement.
Key Components of a BRD for a Single Requirement:
 Executive Summary: A brief overview of the project and the specific requirement.
 Project Scope: Clearly defines the boundaries and objectives of the project related to
this single requirement.
  Business Objectives: Explains what the business aims to achieve with this specific
requirement.
 Needs Statement: Describes the problem or challenge the requirement addresses and
the desired outcome.
 Functional Requirements: Outlines the specific functionalities needed to fulfill the
requirement.
 Non-Functional Requirements: Describes quality attributes like performance, security,
or usability related to the requirement.
 Assumptions: Lists any assumptions made about the project or environment.
 Constraints: Includes any limitations or restrictions, like budget, time, or resources.
 Stakeholders: Identifies the individuals or groups involved and their roles.
 Success Metrics: Defines how the success of fulfilling the requirement will be measured.
Example:
Let's say a company needs a new feature to allow users to upload profile pictures. The BRD for
this single requirement would include:
 Executive Summary: Briefly describes the feature and its purpose.
 Project Scope: Defines the boundaries of the feature (e.g., only for registered users,
specific file size limits).
 Business Objectives: Explains how the feature will improve user engagement or
satisfaction.
 Needs Statement: States the need for users to personalize their profiles with images.
 Functional Requirements: Specifies the file formats accepted, the upload process, and
how the image will be displayed.
 Non-Functional Requirements: Outlines performance expectations (e.g., upload speed)
and security considerations (e.g., image validation).
 Assumptions: Assumes the availability of necessary server space and bandwidth.
 Constraints: May include a deadline for implementation or a limitation on the size of the
image.
 Stakeholders: Identifies the development team, UX designers, and potentially the
marketing team.
 Success Metrics: Defines how to measure the success of the feature (e.g., number of
users uploading pictures, user feedback).

12. Can you explain SRS and its key elements?

SRS stands for System or Software Requirements Specification. It is a set of documents
describing the features of a software application or system.
It includes various elements required by the stakeholders and customers to convince the end-
users.

The critical aspects of an SRS are:

· Scope of Work
· Non- functional and functional requirements
· Data Model
· Dependencies
· Assumptions and Constraints
· Acceptance Criteria

13. What is BRD? How is it different from SRS?

BRD is an abbreviation for Business Requirement Document. It is a formal contract between the
organization and the client for the development of the specific product.

BRD is a functional specification of the software whereas SRS is both BA creates it after their
direct interaction with the clients
BRD is created by a business analyst after their direct interaction with the clients, whereas SRS is
designed based on technical expertise and needs.
SRS is derived from BRD.

14. What do you understand by requirement? Can you differentiate between requirements
and needs?
A requirement is a targeted solution and representation to achieve specific business objectives.
Stakeholders evaluate the project based on set conditions/requirements before its
implementation. All the elements are correctly documented for reference purposes. Needs are
the high-level representation of the terms and the result.

For example, you need to get a business analyst job, and the requirements to apply for this job
are resume, educational background, and interview practice.

15. How can you say that a requirement is good or perfect?

A requirement is said to be perfect if it is Specific, Measurable Attainable Relevant, and Timely
or in short SMART. The description of a condition should be specific, and all the parameters
required for success should be measurable. All the needed resources should be attainable and
relevant to the project. All the conditions/elements should be revealed timely.
16. What is the purpose of the Requirement Traceability Matrix?
It records all the requirements given by a client and ensures that all the necessities are met.

17. What is business modelling?

Business modelling is a step- by -step approach for identifying the value proposition for
operating the business.

The key attributes of business modelling to develop a strategic plan for an organization are:
· Vision
· Mission
· Objectives
· Strategies
· Action plan

18. What is the project life cycle? Which models will you employ, and why?
A project life cycle is a framework implemented by a business analyst to split a project into
manageable phases and signify the decision points throughout the project lifespan.
The different models are the Waterfall model, Spiral model, Iterative model, Agile model, and V-
shaped model.

You can answer by stating that selecting a life cycle model is exclusively based on the type,
scope, and limitations of the project. You can give an example of any model which you used in a
project.

19. What do you understand by Gap Analysis, and what are the types of gaps that can occur
during an analysis?
Gap Analysis means the analysis of the differences between the functionalities of an existing
and the targeted system. The gap means changes that are required to accomplish the proposed
result.

1. Profit Gap is the change between the actual and estimated profit of a company.
2. Manpower Gap is the change between the actual and required workforce strength in a
company.
3. Performance Gap is the difference between the expected and actual performances.
4. Market Gap is the variation between estimated actual sales.

20. What strategies will you follow to design a use case?

A use case should be concise, well-defined, and correctly documented.
The strategies or approaches in designing use cases are:

1. The first phase is the users' identification to create a role-profile for every user category
and recognition of goals associated with every role.
2. The second phase deals with the structure and creation of use cases by capturing both
functional and non-functional requirements. Include use case diagrams and user interface
details.
3. The final phase is reviewing and validating the use cases.

Scenario-based/Role-specific Business Analyst Interview Questions

Hiring managers may ask these during a business analyst interview to evaluate your role-related
or scenario-based knowledge in different situations:

21. Explain your typical work tactic for a project?

It is one of the most crucial business analyst interview questions asked by a recruiting manager
to assess your work strategy, teamwork, and project management skills.

To answer this question, you can explain the general steps you follow with standard
deliverables. For example, if you have managed the planning phase of a project, you could
mention deliverables like a requirements management plan, work breakdown structure, or a
communication plan.

Each business faces different situations and has distinct needs, but these fundamental steps are
essential to achieve a task successfully:

1. Firstly, you must clarify your role and determine the stakeholder's perspective in the
project. You should define primary objectives along with reconciling the expectations conflict
among stakeholders.
2. Create a work plan listing steps, timelines, and deliverables.
3. Define actionable and concise requirements.
4. Ensure technical implementation, as many solutions require the support of IT teams.
5. Create documentation and train end-users to implement the solution.
6. Finally, assess the value of the project. Did it work, or any follow-ups are needed?
You should focus on your experience to describe your skills and explain the customized tactics
you use.
22. What documents are needed by a business analyst? Which documents have you prepared
in your previous works?
A project lifecycle uses many documents, and it depends on the utilization process of a business
analyst.

1. Initiation document
2. System Requirements Specifications document
3. Business requirement document
4. Functional requirement document
5. Requirements Traceability Matrix
6. Use case Specifications document
7. Change Request Document
8. Gap Analysis Document
With this question, the hiring manager wants to understand if you have used several types of
documents and assess your capability of delivering both business and technical specifications.

Pro Tip: Make sure to use only those documents you are familiar with and explain in detail.

23. What is the requirement elicitation? Have you ever participated in these elicitation
meetings?
It is a technique to gather information from stakeholders and users. It involves approaches or
strategies to collaborate with clients or users directly.

Some requirement elicitation techniques are-

1. Document analysis
2. Interviews
3. Prototyping
4. Brainstorming
5. Workshops and observations
6. Surveys/Questionnaire
You can answer the second part of the question by explaining how you have used these
techniques and how they impacted your project.

24. What are the various kinds of diagrams you use as a business analyst? How do they
impact the work?
Your hiring manager may ask this role specific question to ensure that you understand standard
business analysis documents and how to apply them to a client's case. You must list your past
experiences and examples to validate your credibility and value.

The most used diagram models by business analysts are:

1. Flowcharts – These are the diagrammatic depiction of the complete flow of the system.
They make it easy for all the stakeholders, whether technical or technical, to understand the
operation.
2. Activity Diagram – These diagrams illustrate the diverse activities and their flow across
various departments.
3. Use case Diagrams – These diagrams model the functionality of a system using a set of
actions, functions, and services that the system/project needs to perform.
These diagrams are beneficial in visualizing the functional requirements of a system and
finalizing development priorities. They also identify any external/internal factors that should be
considered as they can influence the project.

4. Sequence Diagrams - These diagrams illustrate the interaction between different objects
and the time sequence of the message flow between them.
5. Collaboration Diagrams - These are also called interaction or communication diagrams.
They are the illustration of the relationships and interactions among software objects in the
Unified Modeling Language.
Many diagrams can be used in business analysis, and you can say that you follow a more
coherent approach of merging different models to produce results.

25. What is the exception and alternate flow in a use-case diagram? How are they different
from basic flow?
The basic flow is the representation of the operation of activities as required by the company.
Alternate flow is the representation of actions or activities other than basic flow. It leads to
achieving the goals of use-cases using different steps.
Exception flow represents the actions executed in case of errors. It leads to NOT achieving the
goal of a use case.

26. What are personas, and how they are useful in user-centered design methodology?
Personas are created in place of real users to understand their behavioral patterns in different
scenarios. In user-centered design methodology, a system is developed, keeping the viewpoint
of end-users in mind. Personas help create such systems.
27. Define analytical reporting.
A business analyst needs to comprehend the significance and drawbacks of analytical reporting,
and you must be ready with an answer during your business analyst interview.

You can start your answer by a brief definition of analytical reporting. It is a type of business
reporting that offers data analysis, information, and recommendations. The recommendations
are the critical attributes that make it different from informational reporting.

After that, you can describe the impact your analytical reporting made in previous roles. Focus
on showing how you can create recommendations from data sources and demonstrate your
analytical skills.

28. If there are multiple stakeholders in a project, how do you influence them? Also, explain
how you would work with a difficult stakeholder?
With this type of business analyst interview questions, the recruiter is trying to understand how
you implement your various competencies, especially communication, negotiation, problem-
solving, decision making, influencing, and collaboration skills.

As a business analyst, you will deal with various people at different positions with distinct
personalities. This question is crucial as it conveys whether you can successfully navigate
interactions with different stakeholders or not.

Dealing with difficult stakeholders is a significant responsibility for any business analyst. Use the
STAR method to explain the situation you were dealing with, what your task or role was in the
case. Outline the action you took to resolve the problem. Finally, describe the result & learnings
of your actions.
29. How can you manage the post-implementation and pre-implementation problems of a
project?
You can answer this by briefly explaining both the problems. The problems that declare their
presence before the project implementation are called pre-implementation problems. The
difficulties arising after the project implementation are called post-implementation problems,
and most of the concerns fall in this category.

After that, you can explain that a business analyst cannot overcome all these problems but can
limit them up to the maximum extent within a minimum time frame.

30. During the development of a system, how do you manage frequently changing customers'
requirements?
It is one of the most frequently asked business analytic interview questions. The first task of a
business analyst is to draft a document stating the number of changes that are allowed, and
after a certain point, no amendments will be accepted. It is vital to get this document signed by
the user.

In case the change required is accepted, make sure to note down all the changes and find out
their overall impact on the project. Calculate the timeline, cost, and resources needed for this
change.

31. What is Scope creep and how can you avoid Scope creep?
Scope creep is a problem that can occur during the development of a project, when the scope
of the project gradually expands beyond its original parameters. This can happen for a variety of
reasons, such as changes in the requirements or objectives of the project, or simply due to poor
planning.

Avoiding scope creep can be difficult, but it is essential in order to keep a project on track. One
way to do this is to have a clear and concise definition of the project's scope from the outset,
and to make sure that all stakeholders agree on this definition. It is also important to have a
well-defined change management process in place, so that any changes to the scope are
carefully considered and approved by all relevant parties. Finally, regular communication with
all stakeholders can help to ensure that everyone is aware of the project's current parameters
and objectives.

If you are experiencing scope creep in your own project, it is important to take action to address
the problem as soon as possible. Allowing the scope to continue to expand unchecked can lead
to significant delays and cost overruns, and can ultimately jeopardize the success of the project.

32. What is requirement prioritization? What are the different techniques used for it?
Prioritizing requirements is a critical part of the requirements gathering process. It helps ensure
that the most important requirements are addressed first, and that resources are used
efficiently. There are a variety of techniques that can be used to prioritize requirements,
including cost-benefit analysis, value-based prioritization, and stakeholder analysis.

Cost-benefit analysis is a technique that assesses the costs and benefits of each requirement.
This can be used to identify which requirements are most important in terms of cost-
effectiveness. Value-based prioritization is a technique that assesses the value of each
requirement, based on factors such as how important the requirement is to the user, how likely
it is to be used, and how complex it is to implement. Stakeholder analysis is a technique that
assesses the importance of each requirement based on who will be affected by it. This can help
identify which requirements are most important to the stakeholders involved.

No matter which technique is used, it is important to involve all stakeholders in the decision-
making process. This will help ensure that the requirements that are prioritized are those that
are most important to the project.

33. What is the fundamental difference between a requirement and need in a business
analysis perspective?
There is a fundamental difference between requirements and needs in a business analysis
perspective. Requirements are specific, measurable, attainable, relevant, and time-bound
statements that describe what the business wants to achieve. On the other hand, needs are
broader statements that describe the general problem or opportunity that the business is trying
to address. In order to create effective requirements, the business analyst must understand the
needs of the business and then translate them into specific, measurable, attainable, relevant,
and time-bound requirements.

34. What are non-functional requirements and how do you capture them?
Non-functional requirements are those that specify conditions that a system must meet in order
to be successful. They are often contrasted with functional requirements, which detail the
specific behaviors that a system must exhibit.

There are many different types of non-functional requirements, but some common ones include
performance, security, scalability, and usability. Capturing these requirements can be
challenging, as they are often less well-defined than functional requirements.

One way to approach this is to think about the different types of users that will be using the
system, and what their specific needs are. For example, if you are building a website, you will
need to consider the needs of users with different levels of internet access speed, as well as
those with different levels of computer literacy.

Another way to capture non-functional requirements is to use scenarios. Scenarios are stories
that describe how a system will be used in a real-world setting. They can be useful for
uncovering unanticipated requirements, as well as for helping to define the acceptable limits of
system performance.

Overall, non-functional requirements are an important part of any system development project.
By taking the time to think about the different types of users that will be using the system, and
by using scenarios to capture real-world usage, you can ensure that your system meets the
needs of all its users.

35. Which documents are used to capture non-functional requirements?

There are a few different types of documents that can be used to capture non-functional
requirements.
· One type of document is called a use case. Use cases can be used to capture information
about how a system should work and what its capabilities should be.
· Another type of document that can be used to capture non-functional requirements is
called a business requirements document. This type of document can be used to capture
information about the business goals of a system and what functions it should perform.
· In addition, technical specifications can also be used to capture non-functional
requirements. These types of documents can be used to capture information about the
technical details of a system and how it should be implemented.

36. What is an activity diagram and what are the important elements of it?
An activity diagram is a graphical representation of the sequence of activities that take place in
a system. The main purpose of an activity diagram is to model the flow of control within a
system.

There are four important elements that should be included in an activity diagram:

1. Activities: These are the actions that take place within the system.
2. States: These represent the different states that an activity can be in.
3. Transitions: These indicate the order in which the activities take place.
4. Objects: These are the objects that are affected by the activities.

37. What is the difference between exception flow and alternate flow?
The main difference between exception flow and alternate flow is that exception flow deals
with unexpected events that occur during the execution of a program, while alternate flow
deals with expected events.

Exception flow is used to handle errors or unexpected conditions that may occur during the
execution of a program. Alternate flow is used to specify the order in which different parts of a
program are executed.

Exception flow is typically used to deal with errors, such as unexpected input from a user or an
unexpected condition that occurs during the execution of a program. Alternate flow is typically
used to specify the order in which different parts of a program are executed. For example,
alternate flow can be used to specify that one part of a program is executed if a condition is
true, and another part of the program is executed if the condition is false.

Exception flow and alternate flow are both important concepts in programming. Exception flow
is used to deal with unexpected events that may occur during the execution of a program, while
alternate flow is used to specify the order in which different parts of a program are executed.

38. Do you think a business analyst should be involved in testing?

There is no one-size-fits-all answer to this question, as the level of involvement of business
analysts in testing will vary depending on the specific project and organization. However, in
general, it is beneficial for business analysts to be involved in testing, as they can provide
valuable insights into the requirements and help ensure that the final product meets the needs
of the business.

39. What does INVEST stand for?

INVEST stands for Independent, Negotiable, Valuable, Estimable, Sized-Appropriately, Testable.

Independent
A user story should be self-contained and not depend on other user stories. otherwise, it risks
becoming a blocker for other features.

User stories should also be independent from one another so that they can be prioritized and
worked on independently.

Negotiable
User stories should be written in a way that leaves room for negotiation. They should not be too
specific or too detailed. This allows for flexibility and allows the team to add their own insights
during implementation.

Valuable
A user story should always represent value for the user. It should be something that the user
wants or needs.

Estimable
User stories should be small enough that they can be estimated. If a user story is too big, it
should be broken down into smaller user stories.

Sized-Appropriately
User stories should be the right size. They should not be too big or too small. The team should
have a good understanding of what the user story is and what it entails before starting work on
it.

Testable
User stories should be testable. This means that they should have Acceptance Criteria that can
be used to verify that the user story has been implemented correctly.

40. What is Pareto Analysis?

Pareto analysis is a technique used to identify the most important factors that contribute to a
particular problem or goal. It is named after Italian economist Vilfredo Pareto, who developed
the concept in the early 20th century.

Pareto analysis can be used in any situation where there are multiple contributing factors to a
problem or goal. It is especially useful in business and quality management contexts, where it
can help identify the most important areas to focus on in order to achieve the greatest
improvement.

To carry out a Pareto analysis, all of the contributing factors must first be identified and then
ranked in order of importance. The most important factor is then addressed first, followed by
the second most important, and so on.

Pareto analysis is a simple but powerful tool that can help to prioritize efforts and resources for
maximum impact. It is also known as the 80/20 rule, due to the common finding that 80 percent
of problems are usually caused by 20 percent of the factors. This rule is not always accurate, but
it is a good general guideline to keep in mind.

If you are facing a problem with multiple contributing factors, Pareto analysis can help you to
identify the most important ones to focus on. It is a simple but powerful tool that can make a
big difference in the effectiveness of your efforts.

41. What is BPMN and what are its basic elements?

BPMN, short for Business Process Model and Notation, is a standard graphical notation used to
model business processes. BPMN was created to provide a common language that both
business users and technical developers could use to document and communicate business
processes.

The basic elements of BPMN are:

· Event: An occurrence that triggers a process

· Gateway: A decision point in a process
· Activity: A task that needs to be performed
· Data Object: Information that is required or produced by an activity
These elements can be combined to create a visual representation of a business process. BPMN
diagrams are typically used to model processes that are repetitive and have well-defined start
and end points. However, they can also be used to model more complex processes that are less
structured.
BPMN diagrams can be created using a variety of software tools. Some of these tools are
designed specifically for creating BPMN diagrams, while others are general-purpose
diagramming tools that support BPMN.

BPMN is a powerful tool for modeling business processes. It can be used to document and
communicate processes, and to identify potential improvements. When used correctly, BPMN
can help organizations to improve their efficiency and effectiveness.

42. What is Kano analysis?

Kano analysis is a quality management tool that helps businesses identify customer needs and
preferences. It can be used to improve product development, customer satisfaction, and
marketing strategies.

The Kano model was developed in the 1980s by Japanese quality management expert Dr.
Noriaki Kano. It consists of five levels of customer needs:

1. Basic needs: These are the essential features that customers expect from a product or
service. They are also known as "must-have" or "threshold" requirements.
2. Performance needs: These are the features that improve the product's or service's
performance. They are also known as "satisfiers."
3. Excitement needs: These are the features that make the product or service more exciting
or appealing to customers. They are also known as "delighters."
4. Reverse needs: These are features that customers do not want and can even be considered
negative. They are also known as "dis-satisfiers."
5. Unknown needs: These are features that customers may not even know they want or need
until they see them. They are also known as " latent" or "unstated" needs.
The Kano model can be used to assess customer needs at each stage of the product
development process, from initial planning to final delivery. It can also be used to evaluate
customer satisfaction with existing products and services.

Kano analysis is a powerful tool for businesses of all sizes. It can help them identify customer
needs and preferences, improve product development, and create more satisfied customers.

43. What is Benchmarking?

Benchmarking is the process of comparing the performance of a company or individual against
others in the same industry. This can be done in terms of specific metrics such as profitability,
productivity, or customer satisfaction. Benchmarking can also be used more broadly to compare
any aspect of a business's operations.

The main purpose of benchmarking is to identify areas where a company can improve its
performance. By understanding how others in the industry are operating, a business can
develop strategies to better compete. Benchmarking can also help companies keep track of
their own performance over time and ensure that they are making progress towards their goals.

44. How do you decide that as a business analyst you have gathered all the requirements?
There is no definitive answer to this question, as it will vary depending on the specific project
and requirements. However, there are some general guidelines that you can follow in order to
ensure that you have gathered all the necessary requirements.

To start with, you should always consult with the project stakeholders to get their input on what
they feel are the most important requirements for the project. Once you have a good
understanding of the stakeholders' needs, you can then begin to compile a list of all the
functional and nonfunctional requirements for the project.

It is also important to keep in mind that requirements can change over time, so you will need to
periodically review and update your list of requirements as needed. Finally, when you are
confident that you have gathered all the requirements, you can then begin to work on creating a
project plan and budget.

45. How do you perform requirement gathering?

There are many ways to perform requirement gathering, but some common methods include
interviews, focus groups, surveys, and document analysis. When choosing a method, it is
important to consider the type of information you need as well as the resources available to
you.

Interviews are often used to gather requirements because they provide an opportunity for in-
depth, open-ended conversation. They can be conducted in person or over the phone, and they
work well when you need to gather detailed information about someone's thoughts or
experiences. However, interviews can be time-consuming and expensive if you need to speak
with a large number of people.

Focus groups are similar to interviews in that they provide an opportunity for open-ended
discussion. However, they involve a small group of people who are asked to discuss a topic
together. This can be a useful method for exploring different perspectives on an issue and for
generating new ideas.

Surveys can be used to gather quantitative data about people's opinions, experiences, or
knowledge. They can be administered in person, by mail, or online, and they are often used
when researchers need to collect data from a large number of people.

Document analysis is a method of gathering information by analyzing existing documents. This

can be useful for understanding historical trends or for collecting data that is not easily
measured through other methods. When using this method, it is important to consider the bias
that may be present in the documents you are analyzing.

46. Why is it necessary for a business analyst to get involved during the implementation of
requirements?
There are many benefits to having a business analyst involved during the implementation of
requirements. First, the business analyst can ensure that the requirements are clear and
unambiguous, which can help avoid misunderstandings and errors during implementation.
Second, the business analyst can work with the development team to ensure that the
requirements are properly implemented and meet the needs of the business. Third, the
business analyst can provide valuable feedback to the development team during testing and
validation, which can help improve the quality of the final product. Finally, the business analyst
can help document the requirements and the implementation process, which can be useful for
future reference.

47. What is the difference between Business analysis and Business Analytics?
There are a few key differences between business analysis and business analytics. Business
analysts tend to focus on identifying opportunities and improving processes, while business
analytics professionals focus on analyzing data to support decision-making. Additionally,
business analysts typically have more of a business-focused background, while business
analytics professionals often have stronger technical skills. Finally, business analysts may work
more closely with business stakeholders to understand their needs, while business analytics
professionals may spend more time working with data.

Despite these differences, the two disciplines are often complementary, and many organizations
find that they need both business analysts and business analytics professionals to function
effectively. By combining the skills of these two groups, organizations can gain a better
understanding of their data and use it to improve their business operations.
48. What is process design?
Process design is the creation of a process to achieve specific objectives. It involves the
specifying of operating conditions, raw materials, equipment, and other aspects of the process.
Process design also includes the determination of desired output levels, process flow diagrams,
and other process characteristics.

49. What is the Agile Manifesto?

The Agile Manifesto is a set of principles for software development that emphasizes individuals
and interactions over processes and tools, customer collaboration over contract negotiation,
and responding to change over following a plan.

50. What are the essential qualities of an Agile BA?

An Agile Business Analyst is someone who understands the agile methodology and is able to
help a team work within that framework. They need to be able to communicate effectively, be
organized, and have a strong attention to detail. They should also be able to work well under
pressure and be able to adapt to changes quickly.

51. When should you use the Waterfall model instead of Scrum?
There is no one-size-fits-all answer to this question, as the decision of which software
development methodology to use depends on several factors specific to each project. However,
in general, the Waterfall model may be more appropriate for projects with well-defined
requirements and deliverables, while Scrum may be more suitable for projects that are more
flexible and evolving. Ultimately, the decision of which methodology to use should be based on
a careful evaluation of the specific needs of each project.

52. What are the four key phases of business development?

1. The first phase of business development is known as the ideation stage. This is when an
entrepreneur has an idea for a new business venture. They will need to research the feasibility
of their idea and develop a plan to bring it to market.
2. The second phase of business development is the implementation stage. This is when the
entrepreneur begins to execute their business plan. They will need to secure funding, build a
team, and develop their product or service.
3. The third phase of business development is the growth stage. This is when the business
starts to gain traction and grow. The entrepreneur will need to focus on scaling their operations
and expanding their customer base.
4. The fourth and final phase of business development is the exit stage. This is when the
entrepreneur decides to sell their business or take it public. They will need to plan for this
eventuality and ensure that their business is in a position to be successful.
53. What do you know about Kanban?
Kanban is a popular system that help organizations in planning & managing workflows and
tracking the progress in an organized way.
Kanban has since been adapted for use in other industries and has been found to be helpful in
managing workflows in a variety of businesses. In recent years, it has become popular in the
software development industry as a way to manage agile software development.

· It is a Japanese term that translates into Visual signal or card.

· It was originally developed as a simple planning system to manage assembly line
production in manufacturing, with aim to control and manage work at every step.
· It is a great way to optimize workflows, reduce ways and increase productivity.
· It evolved with continuous improvement and now can be considered as a system that
enables the PM to manage workflow visually.
· Using Kanban in projects improve their efficiency and productivity, and also ensures that
tasks are completed on time and to the highest standards.

Benefits of Kanban:
1. Improved flow of work within team.
2. Greater task visibilities across team members.
3. Ability to prioritize tasks with visual signals.
4. Increased flexibility of workflow.
5. Improved communication and collaboration within team.

Design a Kanban board – general guidelines:

1. Breakdown the project into a timeline with actionable tasks. This will allow to identify
tasks and their deadlines.
2. Then create the Kanban board: which helps to visually organize and prioritize the tasks and
track the progress.
3. The Kanban board must have columns for each step of the tasks, such as To DO, In
Progress, Work, Done etc. It can be tailored based upon the project needs and requirements as
long as the intent stays the same.
4. Finally, assign deadlines to each tasks and then assign it to the team members.

Musts of Kanban:
1. The board must be visible to the entire team members.
2. Have a designated person to keep the board up-to-date.
3. Use card for detailed info. Include a card for all relevant details about the project.
4. Setup the workflow process: This will ensure that tasks are moving efficiently in the
Kanban board. Also, review the board regularly to ensure the ends meet well.

54. Mention some of the most important Agile metrics.

There are a number of metrics that can be used to measure the success of an Agile software
development project. These include:

1. Velocity
This measures the amount of work that is completed in a given time period. It is a good
indicator of productivity and can be used to predict how much work can be completed in future
sprints.

2. Lead Time
This measures the time from when a user story is created to when it is delivered. It can be used
to identify bottlenecks in the development process and to improve the flow of work.

3. Cycle Time
This measures the time from when work on a user story starts to when it is completed. It can be
used to identify areas where the development process is taking too long and needs to be
streamlined.

4. Defect Density
This measures the number of defects per unit of code. It is a good indicator of the quality of the
code and can be used to identify areas where the quality needs to be improved.

5. Test Coverage
This measures the percentage of code that is covered by tests. It is a good indicator of the
quality of the tests and can be used to identify areas where the test coverage needs to be
improved.

These are just some of the most important agile metrics. There are many other metrics that can
be used to measure the success of an agile project. The important thing is to choose the right
metrics for your project and to use them to drive improvements.

55. Explain the term ‘increment'?

The term ‘increment’ is used to describe the process of adding a value to a variable. For
example, if we have a variable called ‘counter’, and we want to add one to it, we would say that
we are incrementing the counter by one. Similarly, if we have a variable called ‘total’, and we
want to add 10 to it, we would say that we are incrementing the total by 10.

56. What are the different types of Agile methodologies?

There are several types of Agile methodologies, each with its own unique approach to software
development. The most popular Agile frameworks include Scrum, Kanban, and Extreme
Programming (XP).

57. Is there any difference between incremental and iterative development?

Both incremental and iterative development are software development processes that focus on
delivering small, frequent updates rather than large, infrequent ones. The main difference
between the two approaches is that incremental development delivers functionality in small,
discrete chunks, while iterative development focuses on delivering larger pieces of functionality
incrementally.

58. Difference between extreme programming and scrum?

There are a few key differences between extreme programming (XP) and scrum. The most
notable difference is that XP focuses on code quality and customer satisfaction, while scrum
emphasizes delivering working software quickly. Additionally, XP requires developers to work in
close collaboration with customers, while scrum relies on input from a product owner. Finally,
XP uses a "test-first" approach to development, while scrum employs an "iterative and
incremental" approach. Despite these differences, both XP and scrum are agile software
development frameworks that emphasize collaboration, customer involvement, and iterative
development.

59. What is a Pugh matrix?

One of the most popular techniques for determining the optimal answer after several other
solutions have been developed is the Pugh Matrix. The Pugh Matrix's success lies in its lucidity.
The tool is pretty easy to use and doesn't need a lot of math.

60. What is the difference between a Data Analyst and a Business Analyst?
61. What are various core competencies of a Business Analyst?
· Sound Listening Skills
· Understanding of Delegated Objectives
· Ability to conduct a stakeholder meeting
· Documentation and preparation of reports
· Being Responsible for Time Management
· A solid understanding of business structures

62. What is a feasibility study?

It seeks to determine the viability of a project and how feasible a project or idea is. Any project's
early design phase includes it. It is carried out to unbiasedly identify the advantages and
disadvantages of a potential venture or an established company. It is done so that the following
questions can be addressed:

Does the business have the necessary tools and technology?

Will the company's investment yield a high enough return?

63. What are the different tools used in Business Analytics?

1. Excel: It is among the most affordable, easily accessible, and user-friendly. Its robust
capabilities, like form generation, PivotTable, VBA, etc., can handle both small and big data sets.
2. Microsoft Power BI: It excels in data visualization and facilitates the creation of interactive
user reports. It provides data warehousing features like data preparation and discovery,
enabling users to spot current trends and send reports.
3. Tableau: It can connect to any data source and produce data visualizations, maps, and
dashboards that are fully configurable. With its robust data discovery and cleaning abilities,
users may quickly complete analytical tasks.
4. Qlik Sense: It allows users to create charts, interactive dashboards, and many other types
of visualizations. It is a cloud-based analytics program that enhances the standard of data
processing and mining via cutting-edge artificial intelligence and machine learning.
5. MicroStrategy: It provides online services, data visualizations, and data discovery.

64. Explain the business analysis process flow.

Before beginning a project, a business analyst must complete the business analysis phase. This
process comprises a number of steps involving tasks, techniques, and documents. The steps in
the business analysis process flow are:

1. Gathering all project-related data

2. Identify all the stakeholders involved and organize a review meeting.
3. Examine all of the project's pertinent documentation.
4. Make a note of every fact and piece of information you find.
5. Have an in-detail understanding of the problem domain
6. Introducing your Business Requirement

65. How do you perform risk management in your project?

Risk management may be defined as finding, evaluating, and restricting hazards. Planning will
help you avoid legal issues and mistakes, and you'll be prepared to shift course if anything
unexpected happens.

1. Identify all risks

2. determine probability
3. Identify the impact it may have
4. minimize the danger by treating the risk
5. Observe and evaluate the risk

66. Differentiate between risk mitigation and risk avoidance.

67. What are the different phases of an IT project?
Stage 1: Beginning

Stage 2: Planning

Stage 3: Execution

Stage 4: Supervising/Controlling

68. Differentiate between a software development life cycle and a project life cycle.
69. What are the tasks and responsibilities of a Project Manager?
1. Formulating budget projections
2. Budgetary management
3. formulation of business strategy
4. Specifying the Work to Be Done
5. Creating a Gantt chart and a timeline
6. progress evaluation
7. Reporting on Progress
8. quality control
9. Staffing
10. Strategic supervision
11. Vendor management

70. Best A/B and Multivariate Testing Tools for Conversion Rate Optimization
A website interface or an app plays an important role in any marketing strategy. A good-looking
landing page that engages and communicates the right message can sell almost anything. But
what if it doesn’t? To answer this question, businesses have been testing and verifying their
design assumptions for years.

There is a great number of UX testing types, but the most popular way to test your design is to
apply A/B and multivariate testing. These approaches are used to compare different variations
of the same design or content to evaluate which one leads to better conversion rates. Usually,
the testing covers headings, subheadings, media-content (images, video), copywriting, call-to-
action buttons (CTAs), fonts, colors, and links. However, you can run A/B tests for nearly every
feature.
Continue: https://www.altexsoft.com/blog/10-best-ab-and-multivariate-testing-tools-for-
conversion-rate-optimization/

71. Advantages of AGILE over Waterfall.

Q) How lectured you are in SQL. What are the things you do using SQL on your current / most
recent experience. And what are the things that you cannot do.
- I am highly proficient in SQL and use it extensively in my current role. I primarily work on
writing complex queries for data extraction, transformation, and validation from large datasets.
I use SQL to create joins across multiple tables, perform aggregations, filters, and subqueries to
generate actionable insights for dashboards in Tableau and Power BI. I also use window
functions and CTEs for advanced reporting needs.

Additionally, I support data cleaning and preparation tasks, including removing duplicates,
handling nulls, and standardizing formats directly within SQL. I frequently collaborate with data
engineers to optimize queries for performance.

However, tasks such as database administration (e.g., configuring backups, managing

users/roles) or writing advanced stored procedures and triggers fall outside my current
responsibilities, though I understand their purpose.

72. What is Microstrategy?

https://www.youtube.com/watch?v=OLHbCGDUS70
It’s a Business Intelligence Application Software which can provide Interactive Dashboards,
Highly detailed reports, Ad-Hoc Queries, Automated Report Dispute and MS Office Integration.
It also supports Mobile BI.

73. What is the relation between Hadoop, Hive, and Impala?

https://www.projectpro.io/article/impala-vs-hive-difference-between-sql-on-hadoop-
components/180

Hadoop, Hive, and Impala are all interconnected components within the big data
ecosystem. Hadoop provides the foundational infrastructure for distributed storage and
processing, while Hive and Impala are query engines that leverage Hadoop's capabilities to
enable data analysis. Hive offers a SQL-like interface for querying data stored in Hadoop, and
Impala provides a faster, real-time query engine that also integrates with Hadoop.
Here's a more detailed explanation:
 Hadoop:
At its core, Hadoop is a framework for distributed storage and processing of large datasets
across clusters of computers. It has two main parts: the Hadoop Distributed File System (HDFS)
for storage and the MapReduce framework for processing. Hadoop is the foundation upon
which Hive and Impala are built.
 Hive:
Hive is a data warehouse system built on top of Hadoop. It provides a SQL-like interface called
HiveQL, allowing users to query and analyze data stored in HDFS and other data sources within
the Hadoop ecosystem. Hive translates these queries into MapReduce jobs, which are then
executed by Hadoop.
 Impala:
Impala is an open-source, real-time query engine that also runs on Hadoop. It allows users to
query data stored in HDFS and other Hadoop-compatible storage systems using SQL-like
queries. Impala is designed for faster query execution compared to Hive, especially for
interactive analysis and complex queries.
Key Relationship:
 Built on Hadoop:
Both Hive and Impala rely on Hadoop for their underlying storage and processing capabilities.
 Query Engines:
They both act as query engines that sit on top of Hadoop, providing a way to access and analyze
data stored within the Hadoop ecosystem.
 Different Approaches:
While both use SQL-like interfaces, they differ in their query execution approaches. Hive uses
MapReduce, while Impala uses a parallel processing engine for faster results.

Q) What is the relation between Hive, Impala, Hadoop and Tableau?

Hive, Impala, Hadoop, and Tableau are related in the data analytics and BI ecosystem.

Hadoop, Hive, Impala, and Tableau are all related in the context of big data processing and
analysis. Hadoop is a framework for distributed storage and processing of large datasets. Hive is
a data warehousing system built on top of Hadoop, providing an SQL-like interface for querying
data stored in HDFS. Impala is a real-time query engine that runs on top of Hadoop, offering
faster query performance than Hive for certain workloads. Tableau is a business intelligence tool
that can connect to Hadoop, Hive, and Impala to visualize and analyze data.

Component Role Relation

Acts as the foundation. Hive & Impala run on top of
Big Data Storage &
Hadoop Hadoop to query large datasets stored in HDFS (Hadoop
Processing Framework
Distributed File System).
Translates SQL-like queries into MapReduce or Tez/Spark
SQL-like Query Engine
Hive jobs to access data stored in Hadoop. Suited for batch
for Hadoop
queries.
Massively Parallel Provides low-latency, real-time SQL querying on Hadoop
Impala
Query Engine data, unlike Hive which is slower.
Connects directly to Hive or Impala (using ODBC/JDBC
Tableau Data Visualization Tool drivers) to visualize data stored in Hadoop without
needing to move the data elsewhere.