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Business Analyst interview questions on requirements gathering, process modelling, SQL, and stakeholder management.
What is a Business Requirements Document (BRD)? What does it contain?
Tip: A BRD documents WHAT the business needs (not HOW to build it). It contains: executive summary, business objectives, scope, stakeholder list, functional requirements, non-functional requirements, assumptions, and constraints.
What is the difference between functional and non-functional requirements?
Tip: Functional: WHAT the system should do (user can reset password, generate monthly report). Non-functional: HOW WELL it should do it (response in < 2s, 99.9% uptime, GDPR compliant). Non-functional requirements are often forgotten until production.
How do you elicit requirements from a stakeholder who is not sure what they want?
Tip: Use: process walk-through (describe current workflow step-by-step), prototyping (show a sketch and react to feedback), user stories, 5 Whys for root cause. Avoid leading questions. Start with the pain, not the solution.
Write a SQL query to find all customers who placed more than 5 orders.
Tip: Use GROUP BY + HAVING: `SELECT customer_id, COUNT(*) as order_count FROM orders GROUP BY customer_id HAVING COUNT(*) > 5`. WHERE filters rows before grouping; HAVING filters after grouping. Always state the assumption about the schema.
What is gap analysis? How do you apply it in a BA context?
Tip: Gap analysis: compare the current state ("as-is") to the desired future state ("to-be") and identify the gaps. Steps: document current process, define target, identify gap, analyse root cause, recommend initiatives.
What is a use case diagram? When do you use it over a user story?
Tip: Use case diagram: UML diagram showing system boundary, actors, and use cases. Best for showing SCOPE and RELATIONSHIPS between user types and system capabilities. User stories are more granular and sprint-ready.
Tell me about a project where requirements changed significantly mid-development. How did you manage it?
Tip: Show change management process: formal change request, impact analysis (scope, timeline, cost), stakeholder sign-off, update documentation. The key is visibility and agreement, not bureaucracy.
How do you identify the root cause of a 30% drop in monthly revenue?
Tip: Start with segmentation before hypotheses: which product, geography, customer segment, or channel dropped? Is it conversion, volume, or price? Then correlate with external events and internal events. Use data to narrow to one root cause.
A key stakeholder rejects your analysis report two days before a project deadline. What do you do?
Tip: First understand the specific objection — is it data accuracy, methodology, or business implication? Acknowledge the concern. If valid: correct the issue. If a misunderstanding: explain clearly. Escalate to the project manager if the disagreement is irresolvable in time.
What is a process flow diagram and how do you create one?
Tip: A process flow diagram (swimlane diagram) visually maps the steps of a process, decisions, and responsible parties. Identify start/end events, map steps sequentially, add decision diamonds for branches. Tools: Lucidchart, Visio, draw.io.
How do you manage competing priorities from multiple stakeholders?
Tip: Facilitate alignment by making priorities visible to everyone simultaneously — a RACI matrix or priority matrix. Escalate unresolvable conflicts to the project sponsor with a clear recommendation. Document agreed priorities in writing.
What tools do you use for requirements documentation and process modelling?
Tip: Name specific tools you actually use: Confluence (documentation), JIRA (user stories and backlog), Lucidchart/draw.io (process flows), Excel (traceability matrix), MS Visio (BPMN). Mention tools in context — why you chose each.
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