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Q1. Tell me about yourself and why you think you are suited to the role of Business Analyst?
Sample Answer:
I am a highly-efficient and effective Business Analyst who can be relied upon to work towards achieving
the organizational objectives defined by the senior management team. With a proven track record of
effectiveness, and a keen desire to make a rapid and successful impact, the Business Analysts skills I
use will, I feel, be attractive to your organization. As your Business Analyst, I will gather and disseminate
all necessary information that will help me meet the key objectives of the organization. I will create a solid
strategic business development plan based on the information and data gathered. I will identify
opportunities for your business to grow quickly whilst instilling a culture of achievement within my
department, and I will always communicate effectively with internal project managers, the senior
management team and also external stakeholders. I am very passionate about my role as a Business
Analyst and feel strongly I can make a positive and long-lasting impact on your organization.

Q2. What are the most important skills of a Business Analyst and why?
Sample Answer:
I believe there are 8 core skills required of a successful and competent Business Analyst. These are, an
ability to LIAISE with key senior managers, Directors and stakeholders to establish the predetermined
objectives of the organization. You need to hold your team and other departments ACCOUNTABLE for
their actions in respect of working towards the objectives defined in your business plan. You require keen
ANALYTICAL skills and an ability to dissect information and data to help you achieve the key
requirements of your plan based on risk versus benefits. An ability to BUILD STRONG RELATIONSHIPS
with both internal team members and project managers is a must, as without these relationships, you will
be constantly struggling. An ability to WORK COLLABORATIVELY with external stakeholder is also vital.
You need to be capable of utilizing outstanding PROJECT MANAGEMENT skills and an understanding
of the project life cycle, as without these, you will not be able to achieve your objectives. You must be
able to MULTI-TASK and mange numerous projects and tasks all at once. As a Business Analyst, you
cannot function competently without numerous and vast projects on the go all at once, and finally, a
strong ability to follow PROCESSES and SYSTEMS and encourage organizational departments to do the
same. A successful business requires systems and processes, and this is one thing I will look to develop
in my role as your Business Analyst, if successful.
Q3. What are the different stages of a successful project?
Sample Answer:

There are six stages of a project you need to focus on in order to ensure it is successful. To begin with,
there is the INITIATION stage. During this stage of a project, you need to define the reason for the
project and also gain a clear purpose. This then enables you to work on the PLANNING stage, which is
where you would essentially map out what everyone needs to do in order to bring the project to a
successful conclusion. The planning stage includes the team you will need, the resources you have to
acquire, the action you all need to take and also a timeline for completion. You would then move on to
the DEVELOPMENT stage of the project where you will bring everything together, including the people
and the resources before providing them with a clear brief of what everyone needs to do. You would then
move on to the IMPLEMENTATION and TESTING stages of the project before finally finishing off with
the CLOSURE stage. The closure stage is where you would deliver the project and provide ongoing
support if needed. At the end of every project, it is also good practice to look back at the lessons learned
so you can continually learn, grow and develop as an organization.

Q4. What’s your understanding of GAP ANALYSIS?

Sample Answer:
As a Business Analyst, it’s important to have a clear understanding of what gap analysis is, and more
importantly, how you can utilize it within an organization to essentially help achieve predetermined
business goals or objectives. Gap analysis is a technique used to determine what steps a business or
organization needs to take in order to move from their current situation, to where they want to be in the
future. For example, if an organization needs to improve efficiency and output in order to increase
revenue and profitability, the Business Analyst may decide to facilitate brainstorming sessions, interviews
with key employees and managers, and also analyze key organizational information and data. Once this
process had been completed, the Business Analysts will have sufficient details, data and information to
create a clear plan of action to overcome the challenges present, and more importantly, ensure the
organization gets where it needs to be in order to achieve the desired objectives.

Q5. Describe a situation where you were struggling to meet an important project deadline? What
did you do to resolve the situation?
Sample Answer:
I was tasked with leading an important project for a previous employer with a very strict deadline. Early
on during the project implementation stage, it became clear that two members of the team were
struggling to meet their objectives. As soon as I identified the issue, I called a team meeting to establish
the facts of the problem, and also the reasons why they were unable to meet their goals. It quickly
became clear their experience in the required area was lacking, despite me being given assurances they
were up to the job. I immediately sourced two replacement team members from different departments
within the organization and briefed them on what needed to be done and by what timeframe. The project
was then successfully achieved on time and to specification. Once the project was over, I took the steps
to facilitate suitable training for the initial two team members, to make sure they were suitably equipped
to participate in, and complete, future organizational projects.

Q6. Would you say you are a Business Analyst or a Project Manager?
Sample Answer:
As a Business Analyst you need to have a thorough understanding of the project life cycle, and also the
role of a Project Manager. On that basis, I would say I am a strong Business Analyst who also has a
competent understanding of the role of project management. Essentially, if I needed to step in and
manage a project at short notice to help out my employer, I would know what to do to get the project
completed.

Q7. Describe a time when you handled multiple projects all at once?
Sample Answer:
I understand that, as a Business Analyst, I will be required to manage multiple tasks all at once, as
without the ability to do so, will mean I cannot meet the organizational objectives. In a previous role, I
was working in a large organization who had made a number of cost-saving exercises to minimize
expenditure. As a result of this, I took on two additional projects along with my own core role
responsibilities. This meant my workload literally tripled. However, I saw this as an opportunity to develop
my multi-tasking and project management skills. To ensure I completed all tasks competently, I held
weekly meetings with all team members to both allocate weekly tasks, resolve any problems or issues
and to also ensure everyone within the team had the tools and resources they needed to compete the
tasks successfully. As each week progressed, I found the management aspect of the additional work was
becoming easier. I feel the best way to manage multiple tasks and projects all at once is to utilize your
team’s strengths, make sure what you are doing is making a positive impact, and also hold people
accountable by setting strict deadlines for when each part of the project must be completed by.

Q8. Describe the most challenging project you have worked on and why?
Sample Answer:
Before I started working within the business analyst field, I worked for a period of time as a project
manager. One particular project immediately springs to mind. I was managing a project for a client who
had specific requirements that continually changed. Every week they would change their mind on what
they required, but I focused on completing the project successfully, on budget and on time whilst
motivating my team. The project was particularly challenging because some members of my team did not
like the client and were threatening to quit. I motivated my team continually and listened to their concerns
as and when they raised any issues. I found that by communicating with my team regularly, it helped
them to stay focused on the project. I decided to discuss tactfully my concerns with the client. I felt it
important to communicate with them how their indecision could potentially have a negative impact on the
project. Whilst I assured them the project would be delivered, I felt it was my responsibility to inform them
of the potential negative impact the indecision could have on the overall result. They took on board my
comments and suggestions and thanked me for my honest feedback. The end result was that the project
was delivered on time and to the satisfaction of the client. At the end of the project, I conducted a
meeting with my team members and all discussed what we had learned from the project so that we could
improve for next time. I always find an honest and open approach to managing projects works well.

Q9. As our Business Analysis, how would you approach risk?

Sample Answer:
I would approach risk as a Business Analysist using a qualitative analysis approach. In basic terms, I
would make good use of a SWOT analysis and also utilize a ‘probability versus impact’ assessment.
During any risk assessment approach as a Business Analyst, I feel it is very important to gather as much
information as possible from a wide range of sources. These sources can be based on historical
evidence or facts derived from external organizations. You should also make good use of your internal
team members and also utilize your own experiences and carefully analyze the data and information you
have at your disposal. There is also the issue of ‘time’ when analyzing risk. How much time you have will
also have an impact on the risk weighting outcome. So, to answer your question, I would utilize as much
information as possible whilst also using a systematic approach to analyzing the benefits of taking the
risk. I would also assess the appetite for risk from my senior management team, and clearly explain to
them the risk versus benefits assessment and also the likely outcome of the project actions from my
experience and perspective.

Q10. As our Business Analysist, how would you begin a newly assigned project?
Sample Answer:
One of the most important things for me, as a Business Analyst, is clarity. Unless you gain total clarity at
the start of the project, it is likely to fail at some stage down the line. So, as part of the project
management life cycle, I will start off with the initiation phase. This is where I define the reason for the
project and its purpose. Once I have completed this stage of the project life cycle, I can then move on to
the planning stage and define the people, resources and finances needed to complete the project to the
required standards and specification. As your Business Analyst I would implement and follow tried-and-
tested processes and systems, which are based on the pre-determined objectives that you set as the
senior management team.

Q11. As our Business Analysist, how would you monitor the performance of your team?
Sample Answer:
First and foremost, I would conduct regular appraisals and meetings with my staff to find out their
strengths, weaknesses and also what they needed to perform their duties to the standard required. I
would also set deadlines and make my team stick to them religiously. I feel that, by applying deadlines
for work to be completed, staff are more likely to develop successful habits and complete work on time.
Finally, I also think it is very important to reward and praise staff when they work well. Again, by simply
praising your staff, they are more likely to work hard for you and achieve the goals of the company.

Q12. What do you do when a stakeholder wants a ‘must-have’ requirement, but the costs are too
high?
Sample Answer:
I would explain to them the fact that the costs were too high and then assess their response. If they
absolutely insisted on the requirement, I would pose the possibility that I could look to source an
alternative that was within their budget. They could then decide whether or not they wanted to increase
their budget, chose the alternatively sourced option, of disregard the requirement. If in this type of
situation, clarity and transparency are vital when discussing the requirements with the stakeholder.

Q13. Is working late a good or bad thing?

Sample Answer:
To be truthful, I think it’s a good thing, providing working late doesn’t have a negative impact on the
accuracy of your work overall. Of course, taking rest is important to be at the top of your role as a
Business Analysist; however, I feel in the modern world we live in, where demands are higher, you have
to be prepared to put the extra hours in. I have always worked late and will continue to do so when
required to meet important deadlines and to also ensure the completion of tasks.

Q14. What do you consider to be the most difficult aspect of managing a Business Analyst
project?
Sample Answer:
The most difficult aspect of the project, and at the same time the most rewarding, is dealing with clients
or organizations who have unrealistic expectations. I’ve been in situations before whereby I have spent a
considerable amount of time discussing the project with a client, and also making them fully aware risks,
only for them to place undue pressure on the project with altering requirements. Having said that, I do
believe I have become highly competent at managing client’s and stakeholders’ expectations, and I do
this by effective communication and making the client fully aware at every stage of the process we are
working to. In my experience, by keeping the client fully onboard, and communicating with clarity and
transparency at every stage, this saves time and problems later on down the line. The truth is, the client
is the person who brings revenue into the business and it is my responsibility as a Business Analyst to
manage their expectations and keep them focused on the initial project aim and mission.

Q15. Describe a time when you were involved in a project that failed?
Sample Answer:
There was one particular project I was involved in that didn’t go well, but it is also perhaps the one project
that I learned the most from. Many years ago, when I first started working in project teams, I was part of a
team of six people who were tasked with delivering a time-sensitive project for an important client.
Because there was not much time to complete the project, the initial brief and task allocation delivered by
the Project Manager was inadequate, in my opinion. This obviously had a knock-on effect whereby
important milestones were missed. In the end the client abandoned the project and I felt quite
embarrassed having been part of the team that failed. However, I took a tremendous amount from that
experience and I always use it now as a reminder of what not to do. Whenever I am managing a project, I
will always conduct a thorough brief based on my plan, allocate tasks to people who I can trust and also
who will do the job for me, and I always hold regular team meetings to monitor progress. If things are not
going to plan, I will always take decisive action quickly and put things in place to get them back on track
and to specification.

Q16. Who was the last person you had to speak about regarding under performance?
Sample Answer:
In a previous role, I had just started managing the team when I noticed a member of staff was missing
deadlines and appeared to have a lackadaisical attitude to their work. I immediately held a meeting with
them to raise my concerns and to also get to the route of the problem. My aim was to resolve the issue
as soon as possible and put a plan in place to get them back working to the required standard. After
speaking to them for a few minutes, it became apparent they were having serious problems at home. I
decided that the best approach here would be to demonstrate empathy, provide support and also to
agree a plan with them to get them back to full working capacity. I discussed with them some options for
obtaining counselling, for which they were open to. I also agreed with them that we would hold a weekly
meeting to assess how they were feeling and to also assess the plan we had created to get them back to
full working capacity. Overall, it took 4 weeks for me to get them back to where they were prior to their
personal problems. I felt this was a success, as we got to the route of the problem quickly which enabled
me to create a supportive plan that enabled them to start feeling better as soon as possible.

Q17. Describe your communication style during the management of a project?

Sample Answer:
My style of communication is always open, honest and encouraging. I believe that, by having an open
and encouraging style of communication, my team will discuss with me any issues and potential
problems, which will in turn allow us to deliver the project on time and to specification. Of course, there
are times when a limited communication style is required, especially when we are operating to an
extremely tight deadline. However, wherever possible, I always encourage open, honest and frank
discussions where the team feel they can communicate with me at any time.

Q18. How would you motivate a team during a project?

Sample Answer:
I would motivate my team in 3 ways.
1. Through a thorough brief at the start of the project;
2. By laying out the required standards of the project from the get go;
3. By communicating with them and also supporting them periodically throughout the project duration.
I feel a thorough brief at the start of the project that lays out the plan and key tasks is essential. If
everyone knows their role within the project, then it is far more likely to be a success and the team will
feel motivated throughout. Also, by setting out the required standard and expectations at the start, none
of the team members will have any cause to complain or feel demotivated. Clear lines of communication
and expectations are essential to motivating a team. Finally, by speaking with the team throughout the
project, and also offering words of encouragement and support, each team member will feel valued,
which is a key driver to delivering a successful project.

Q19. How would you delegate responsibility during a very important project with tight deadlines?
Sample Answer:
One of the most important things with regards to delegation, is to know your team’s key strengths and
weaknesses. That is why it is important to get to know your team inside out as soon as possible. If you
know your team well, you should not have a problem delegating tasks. To specifically answer your
question, I would draw up a list of tasks that needed to be delegated during the planning phase of the
project, before identifying which team members should carry out each particular task based on their
strengths. Once the tasks were delegated, I would ensure each team member was fully aware of the
brief. I would also make sure they provided me with a situation report and update on a periodic basis.
This would allow me to benchmark against my plan to ensure each task was working towards delivering
a successful project, on time and within budget. I would always trust my team to deliver based on the fact
I would be fully aware of their strengths and weaknesses.

Q20. How would you ensure a project is delivered on time and budget?
Sample Answer:
All projects I take control of are delivered by:
- Proper planning;

- Support during the execution phase;

- And a flexible approach to working.

The planning phase is always done well in advance of the project start date and this allows me to
strategically plan any eventuality. I will always create a vision board during the planning phase to identify
the key issues that could arise during the execution of the project. This is important because it then
allows me to prepare in advance for any eventuality. Then, if something happens to potentially put the
project off track, it is not a surprise because I have contingency plan in place to deal with it. Support
during execution is whereby I provide motivational support to the team, and also look strategically for
potential problems with the plan. This allows me to foresee issues and deal with them properly. Finally,
by having a flexible approach to the project, you are not set in your ways and blinkered by your own
thinking. It is always important to listen to your team members and other stakeholders as they may
foresee a better way of working that allows us to deliver the project more efficiently and cost effectively.

Q21. As a Business Analyst, what is your strategy for working with an underperforming team
member?
Sample Answer:
My strategy would be to use a 3-step approach that has always worked for me in the past whenever a
situation like this arises. That 3-step approach is:
Identify the issue that is affecting the team member. This would mean sitting down with them and getting
to the root of the problem. Knowledge is power and if I understand what is causing them to underperform,
I can resolve the situation quickly. Once I had gathered the information during step 1, I could then put in
place a coaching or development plan to help them improve. If it is something in their home or personal
life that is causing them problems, I can create a plan for them based on their needs. However, if it is
solely a performance related issue, I would put a plan in place to help coach and develop them whilst
showing empathy if required. I would then support them for the required period of time to ensure they got
back on track with their performance. Whatever the issue the team member had that was making them
underperform, I would get to the bottom of it quickly, support them, show empathy where appropriate and
put them on track to get back to peak performance as soon as possible.

Q22. Where do you see yourself in 5 years’ time?

Sample Answer:
I see myself working for you, as a competent, trusted and professional Business Analyst, or even
perhaps having obtained advancement within your company to a senior level. Having researched your
organization in detail, you are clearly an innovative and forward-thinking company who has exciting plans
for the future. I see my career development and progression solely with your company and I am
genuinely excited to work for you, if you feel of course, that I am a suitable fit for your team and
organization.

Q23. What’s your biggest weakness?

Sample Answer:
My biggest weakness has to be the fact that I see my work as the most important aspect of my life. In the
past, I have sometimes found it difficult to strike a healthy work-life balance, and the hours I have put into
managing projects and tasks has been, some might say, excessive. However, whilst I am still very
passionate about my work and I still work very long hours, I feel I am becoming a smarter Business
Analyst and I have become a highly effective delegator who has the ability to identify those within a team
who have the most appropriate strengths to help me achieve my team’s and my organizations objectives.

Q24. What are your salary expectations in the role of Business Analyst?
Sample Answer:
Having conducted some research online, I understand the average salary of a Business Analyst within
this industry is £38,000 to £45,500. Whilst I do believe I am worth the higher band of salary; I understand
that I have a responsibility to prove to you I can excel within this role. On that basis, I feel a fair salary
would be £42,500 and I feel confident you would be impressed with my strong work ethics and
performance based on the salary.
NOTE: The salary range indicated within the above response is an estimate. Please ensure you carry
out your own research from within you own industry based on the salary of a Business Analyst.

Q25. That’s the end of your Business Analyst interview. Do you have any questions for the panel?
Sample Answer:
Q. Who's your biggest competitor and how can I help you to better them within this role?
Q. If I am successful, what would be the first thing you would want me to focus on as your Business
Analyst?
Q. What has been your biggest frustration with previous Business Analysts who have previously worked
within your organization?