How do you know if a solution you analysed actually solved the business problem?
What the interviewer wants to hear
- Define success measures and baseline before delivery
- Measure outcomes, not only delivery
- Use balanced metrics to avoid side effects
- Collect user feedback after launch
- Recommend improvements based on results
Model answer
I plan this at the start, not after launch. When we define the problem, I agree with stakeholders on success measures and record a baseline, for example average onboarding time of five days and 20 percent of applications needing rework. I choose a balanced set of KPIs so we do not improve one number while hurting another, such as speed together with error rate and customer satisfaction. After go-live, I measure the same KPIs at agreed points, like one and three months, and compare them with the baseline and target. I also collect feedback from users and customers, because numbers do not explain everything. Then I share a short benefits review with the sponsor, including what did not improve, and recommend next steps, such as further changes, more training or removing unused features.
Can you answer it under time pressure?
Take a timed hard round and get scored on every answer.
More hard Business Analyst questions
- Two important stakeholders have opposite requirements for the same process. How do you resolve it?
- Users are resisting a new system you helped design. How would you handle this?
- How would you build a business case for a new system or process change?
- Just before go-live, you discover you missed an important requirement. What do you do?
- You are leading analysis to replace a critical 20-year-old system that nobody fully understands. How do you approach it?
- How would you write requirements for a feature that uses AI, such as automatically classifying customer emails?
- Your company is buying an off-the-shelf ERP instead of building one. How does your analysis approach change?
- A senior stakeholder is convinced of the cause of a problem, but your data analysis points to a different cause. How do you handle it?
- How do you balance agile ways of working with strict regulatory requirements, for example in banking or healthcare?