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What is a Business Requirements Document (BRD)? What does it contain?
Tip: A BRD is the business-facing definition of “what success looks like” for a change. It captures the problem, the outcome, and the boundaries—without committing to implementation details. A strong BRD includes: context and pain points (what is broken today), measurable business objectives (e.g., “reduce TAT from 48h to 12h”), in-scope and out-of-scope items, stakeholders and decision owners, functional requirements written as capabilities, non-functional requirements (latency, audit logs, access control, compliance), assumptions and constraints, dependencies, and success metrics. In interviews, show you can turn vague asks into testable acceptance: “Users should get faster approvals” becomes “95% of approvals within 12 hours, with an audit trail for every decision.”
What is the difference between functional and non-functional requirements?
Tip: Functional requirements define what the system must do: user actions, business rules, workflows, and outputs (e.g., “finance user can export GST report by month”). Non-functional requirements define how well it must do it and under what constraints: performance (p95 < 2s), scalability (10k concurrent users), reliability (99.9% uptime), security (RBAC, encryption), observability (logs/alerts), and compliance. The BA failure mode is shipping “features” that break in the real operating environment. A practical example: “Generate monthly report” is functional; “export must complete in < 30 seconds for 1M rows, with a retry-safe job id and audit logs” is non-functional.
How do you elicit requirements from a stakeholder who is not sure what they want?
Tip: Start with the workflow, not the feature. Ask them to walk you through the current process step-by-step (who does what, using which tool, where it breaks). Then anchor on outcomes: “What decision are we trying to make faster or safer?” Use probing questions to expose constraints: approvals, policy rules, exceptions, and handoffs. When they are unsure, use concrete artifacts: a rough prototype or a process diagram and ask for reactions (“At this step, what can go wrong?”). Use 5 Whys to separate symptom from root cause. Close by writing acceptance criteria in their language and confirming: “So success is: approvals within 12 hours, manager override allowed with reason, and every state change logged. Correct?” That confirmation is the requirement.
Write a SQL query to find all customers who placed more than 5 orders.
Tip: Use aggregation to count orders per customer, then filter with HAVING (because the filter depends on an aggregate). Example: `SELECT customer_id, COUNT(*) AS order_count FROM orders GROUP BY customer_id HAVING COUNT(*) > 5;`. In interviews, add the two BA signals: (1) state assumptions (“orders has one row per order; cancelled orders excluded via status”), and (2) explain correctness (“WHERE filters rows before grouping; HAVING filters groups after aggregation”). If cancellations matter: `WHERE status != 'cancelled'` before the GROUP BY. This is exactly how you validate business claims like “repeat buyers fell this month.”
What is gap analysis? How do you apply it in a BA context?
Tip: Gap analysis is the structured comparison between the current state (as-is) and the target state (to-be), followed by an actionable plan to close the gaps. In BA work: document the current workflow (swimlanes, pain points, cycle time), define the target outcome and constraints (speed, accuracy, compliance), identify the gaps (missing data, manual handoffs, unclear ownership, tooling limits), then prioritize fixes based on impact and feasibility. Example: if onboarding takes 5 days because KYC is manual, the gap may be “no automated document validation + no SLA tracking.” Your deliverable is not the diagram—it is a recommended initiative list with owners, dependencies, and success metrics.
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