Requirement Is a specification to a need or want. This
is requisites which validated with the business user and the stakeholder to
move into the next stage or the development phase. Every requirement requires needs
to be documented properly. This becomes context to the scope of the project.
2. What are the different techniques in gathering requirements?
Brainstorming- Requirement gathering to get as many ideas as possible from a group of people.
Document Analysis- Reviewing the documentation of an existing system can help when creating AS-IS process document, as well as driving gap analysis for scoping of Focus Group
Focus Group - A focus group is a gathering of people who are representative of the users or customers of a product to get feedback. The feedback can be gathered about needs/opportunities/ problems to identify requirements or can be gathered to validate and refine already elicited requirements.
Interface analysis- Interfaces for a software product can be human or machine. Integration with external systems and devices is just another interface. User-centric design approaches are very effective at making sure that we create usable software. Interface analysis – reviewing the touchpoints with other external systems is important to make sure we don’t overlook requirements that aren’t immediately visible to users.
Interview- Interviews of stakeholders and users are critical to creating great software. Without understanding the goals and expectations of the users and stakeholders, we are very unlikely to satisfy them. We also have to recognize the perspective of each interviewee, so that, we can properly weigh and address their inputs.
Observation- By observing users, an analyst can identify a process flow, steps, pain points and opportunities for improvement. Observations can be passive or active (asking questions while observing). Passive observation is better for getting feedback
Prototyping- When you gather preliminary requirements that you use to build an initial version of the solution - a prototype. You show this to the client, who then gives you additional requirements.
Requirement Workshops- Workshops can be very effective for gathering requirements. More structured than a brainstorming session, involved parties collaborate to document requirements.
Reverse Engineering- Workshops can be very effective for gathering requirements. More structured than a brainstorming session, involved parties collaborate to document requirements.
Survey/Questionnaire- When collecting information from many people – too many to interview with budget and time constraints – a survey or questionnaire can be used. The survey can force users to select from choices, rate something (“Agree Strongly, agree…”), or have open-ended questions allowing free-form responses. Survey design is hard – questions can bias the respondents.
2. What are the different techniques in gathering requirements?
Brainstorming- Requirement gathering to get as many ideas as possible from a group of people.
Document Analysis- Reviewing the documentation of an existing system can help when creating AS-IS process document, as well as driving gap analysis for scoping of Focus Group
Focus Group - A focus group is a gathering of people who are representative of the users or customers of a product to get feedback. The feedback can be gathered about needs/opportunities/ problems to identify requirements or can be gathered to validate and refine already elicited requirements.
Interface analysis- Interfaces for a software product can be human or machine. Integration with external systems and devices is just another interface. User-centric design approaches are very effective at making sure that we create usable software. Interface analysis – reviewing the touchpoints with other external systems is important to make sure we don’t overlook requirements that aren’t immediately visible to users.
Interview- Interviews of stakeholders and users are critical to creating great software. Without understanding the goals and expectations of the users and stakeholders, we are very unlikely to satisfy them. We also have to recognize the perspective of each interviewee, so that, we can properly weigh and address their inputs.
Observation- By observing users, an analyst can identify a process flow, steps, pain points and opportunities for improvement. Observations can be passive or active (asking questions while observing). Passive observation is better for getting feedback
Prototyping- When you gather preliminary requirements that you use to build an initial version of the solution - a prototype. You show this to the client, who then gives you additional requirements.
Requirement Workshops- Workshops can be very effective for gathering requirements. More structured than a brainstorming session, involved parties collaborate to document requirements.
Reverse Engineering- Workshops can be very effective for gathering requirements. More structured than a brainstorming session, involved parties collaborate to document requirements.
Survey/Questionnaire- When collecting information from many people – too many to interview with budget and time constraints – a survey or questionnaire can be used. The survey can force users to select from choices, rate something (“Agree Strongly, agree…”), or have open-ended questions allowing free-form responses. Survey design is hard – questions can bias the respondents.
3. How do you perform requirement gathering?
4. How do you handle changes to requirements?
6. What are non-functional requirements?
7. Objectives of a business requirement document?
1. summary statement - Outline of the requirements of the project.
2. Project objectives- The project objectives should be written in a SMART format which implicates they must be specific, measurable, attainable, realistic and time-bound.
3. Needs statement- The needs statement outlines why the project is needed for the business and how the project will be able to meet the needs.
4. Project scope- The project scope outlines what to be included and what should not be included.
5. Financial statements- Indicate the impact of the project on the company’s balance sheet and revenue over the specific period. This also holds the information on the funding of the project and how it would be done.
6. Functional requirements- This section outlines in a detailed manner the functional requirements and corresponding features including diagrams, charts, and timelines.
7. Personal needs- This section covers the human resources aspect of the project. Who needs to be hired and when the hiring needs to be done. It also covers the cost of resources.
8. Schedule, timeline & deadlines- Each phase of the project is covered in detail in this section. This helps to ensure that all stakeholders are aware of what is required and when it will be required.
9. Assumptions- The assumptions outline anticipated events that would occur during the project.
10. Cost & Benefit- This section holds a detailed list of all the costs involved in the project along with the cost-benefit analysis. The savings from the project are also listed here.
11. Summary- Business Requirement Document will help you throughout the project lifecycle to keep the deliverable in line with the business and customer needs.
Step 1 Gather Background information- Collect the background information about the project from the stakeholders and also analyse the risk associated with it. One technique which can be used is Porter’s 5 forces
Step 2 Identify Stakeholders – They will be decision-makers of the project and approver for the requirements and priorities
Step 3 Discover Business Objectives – understand the business objective before going more into the project. Conduct analysis study such as SWOT
Step 4 Evaluate options – this is used to identify the business objective. Some of the methods such as impact analysis, cost-benefit analysis
Step 5 Scope Definition - A scope is defined based on the business objective. A detail the document is used to define each phase of the project in the SDL cycle.
Step 6 Delivery Plan - Based on the project scope and the business objective, a Business analyst will create the project plan. This provides the deliverable and their timelines.
Step 7 Defining project requirements - There are 2 types of document Functional requirement and non-functional requirement and depending on the development plan. BA requires to clarify all the project requirements with the Stakeholder and get sign off from them.
Step 8 Support implementation through SDLC – This is where the BA work with the development team and testing team, they coordinate with the team testing the requirements as per the business requirement document.
- Prioritize the change
- Scope the impact
- Understand the effect on the timeline, budget and resources
- Evaluate if it should be handled now or future date
- Get an agreement of the project sponsor
5. What are the functional requirements?
- Service that the software must offer.
- A function is an input to the software system, its behaviour, and outputs. It can be a calculation, data manipulation, business process, user interaction, or any other specific functionality which defines what function a system is likely to perform
- It describes a software system or its component.
- Functional Requirements are also called Functional Specification.
The functional requirement should include the following
- Descriptions of data to be entered into the system
- Descriptions of operations performed by each screen
- Descriptions of work-flows performed by the system
- Descriptions of system reports or other outputs
- Who can enter the data into the system?
- How the system meets applicable regulatory requirements?
Non-functional requirements represent the performance level characteristic like how fast it will respond, how smooth is the user interface, security. This is not included in the SRS document.
Performance and scalability.
How fast does the system return results? How much will this performance change with higher workloads?
Portability and compatibility.
Portability and compatibility.
Which hardware, operating systems, browsers, and their versions does the software run on? Does it conflict with other applications and processes within these environments?
Reliability, availability, maintainability.
How often does the system experience critical failures? and how much time is it available to users against downtimes?
Security
How are the system and its data protected against attacks?
Localization
Does the system match local specifics?
Usability
How easy is it for a customer to use the system?
7. Objectives of a business requirement document?
- To get an agreement among stakeholders
- To identify the input to the next phase of the project
- Describe in details of the needs of the customer and business that the solution intends to meet
- Communicate to the technology service provider, the business needs, the customer needs, and what the solution needs to do to satisfy business and customer needs
2. Project objectives- The project objectives should be written in a SMART format which implicates they must be specific, measurable, attainable, realistic and time-bound.
3. Needs statement- The needs statement outlines why the project is needed for the business and how the project will be able to meet the needs.
4. Project scope- The project scope outlines what to be included and what should not be included.
5. Financial statements- Indicate the impact of the project on the company’s balance sheet and revenue over the specific period. This also holds the information on the funding of the project and how it would be done.
6. Functional requirements- This section outlines in a detailed manner the functional requirements and corresponding features including diagrams, charts, and timelines.
7. Personal needs- This section covers the human resources aspect of the project. Who needs to be hired and when the hiring needs to be done. It also covers the cost of resources.
8. Schedule, timeline & deadlines- Each phase of the project is covered in detail in this section. This helps to ensure that all stakeholders are aware of what is required and when it will be required.
9. Assumptions- The assumptions outline anticipated events that would occur during the project.
10. Cost & Benefit- This section holds a detailed list of all the costs involved in the project along with the cost-benefit analysis. The savings from the project are also listed here.
11. Summary- Business Requirement Document will help you throughout the project lifecycle to keep the deliverable in line with the business and customer needs.
9. What is the difference between BRD , FRD & SRS?
- BRD answers the question of what the business wants to do.
- FRD gives an answer to how should it be done. FRD is derived from a BRD.
- SRS defines how Software System will interact with all internal modules, hardware, communication with other programs and human user interactions with a wide range of real-life scenarios. It serves as a contract between the development team and the customer.
SRS is a communication tool between Customer / Client, Business Analyst, System developers, Maintenance teams. It can also be a contract between purchaser and supplier.
- It will give firm foundation for the design phase
- Supports project management and control
- Helps in controlling and evolution of a system
Scope creep or requirement creep when additional
requirements are added to the current scope of the project. This tends to
usually affect the budget & timeline of the project.
11. What is the cause of the scope creep?
Scope creep is part & parcel of any
project and it rises due to the ineffective way of handling stakeholder’s expectation
for a particular project.
12. How to avoid scope creep?
- Clear documentation of the project scope
- Following proper change management
- Require to intimate the stakeholders about the effect if they accept the scope creep.
- Proper documentation in the project log
- Refrain from increasing complexities to the project scope.
Use case diagrammatic representation of a system describes how a user uses a system to accomplish a goal.
A use case diagram contains four components.
A use case diagram contains four components.
- The boundary, which defines the system of interest in relation to the world around it.
- The actors, usually individuals involved with the system defined according to their roles.
- The use cases, which are the specific roles played by the actors within and around the system.
- The relationships between and among the actors and the use cases.
Flowchart
A flowchart is a graphical representation of steps.
14. What are the different types of actors you know in use case diagram?
There are mainly two types of actors can be depicted in a Use case-
- Primary actors – It starts the process
- Secondary actors – It assists the primary actor
- Human
- System
- Hardware
- Timer
15. What is the difference between Business analysis and Business Analytics?
The key difference between Business analysis and Business analytics is the first one is more function and process-related and the other one is more data related
Business Analysis
Recognizes business needs and determine the solutions to those problems.
Business Analytics
Handles data and analyse data to get insights into a business and generate reports
Mainly four types of business analytics are used
- Descriptive analytics,
- Decisive analytics,
- Prescriptive analytics,
- Predictive analytics
Tools and technologies like
Big data, BI is used for this purpose
16. Why did you want to become a Business Analyst?
I have always tried to love all the opportunities I received, I found business analyst to be intriguing the analysis, the thought process, the interaction with people the negotiation with stakeholders. Realistically speaking not every day is a bed of roses.
17. What is the most difficult task in BA?
In my experience what I have understood is building trust with project managers and all the stakeholders. I usually come into a project as an outsider. So, this means I have to move fast and prove oneself quickly or stakeholders get this impression that I am not delivering.
I have always tried to love all the opportunities I received, I found business analyst to be intriguing the analysis, the thought process, the interaction with people the negotiation with stakeholders. Realistically speaking not every day is a bed of roses.
17. What is the most difficult task in BA?
In my experience what I have understood is building trust with project managers and all the stakeholders. I usually come into a project as an outsider. So, this means I have to move fast and prove oneself quickly or stakeholders get this impression that I am not delivering.
18. What are the problems that a business analyst may face?
From the inception of the project to the delivery of project Business analyst may face many issues such as
The requirement should be reviewed properly and collaborated
Most of the time BA consider a requirement gathering as a task to get it completed that they miss out on getting everyone’s take on it. Requirement gathering is very crucial and it needs to have collaborated with the stakeholders and the development team. All information collected during the requirement gathered should be listed and validated with the stakeholder and once reviewed should be signed off so as it can move to the next stages
The requirement is not from a technical standpoint.
BA can fail in not incorporating a requirement from a technical standpoint. The requirement should be structured. BA should make requirements SMART. S- smart, M- measurable, A- attainable, R- Realizable, T – Time-bound.
Proceeding ahead without fixing the requirement.
Most of the time requirements are changed on the fly and team just goes into action in delivering that requirement immediately without assessing the requirement. Before understanding the stakeholders’ requirements, initiating the process of designing may harm the project’ success.
Conversation without a vision
Communication with stakeholder to better understand the business need is crucial in completing the project successfully. Non-relevant discussions can sidetrack from the actual requirement and distract the team members from the task which can be frustrating. Also, BA should be aware to involve only the key stakeholders only otherwise it would like the saying goes too many ruins the stew.
Capturing the requirement completely
Capturing the complete requirement will ensure the project purpose and vision, and communicating accordingly with the stakeholder and documenting them will ensure the team can deliver as per the requirement enlisted in the project scope.
Each project has different requirements
Most of the time BA uses a BRD template this might have unnecessary categories to make the task even more complex and time-consuming
24. What is Requirement traceability matrix (RTM)?
The document that maps and traces user requirement with test cases. It captures all requirements proposed by the client and requirement traceability in a single document, delivered after the Software development life cycle. The main purpose of Requirement Traceability Matrix is to validate that all requirements are checked via test cases such that no functionality is unchecked during Software testing.
25. Why RTM is important?
26. What is a Gap analysis?
A gap analysis process allows organizations to determine how to best achieve their business goals. It compares the current state with an ideal state or goals, which highlights shortcomings and opportunities for improvement.
27. How to write a gap analysis?
Part 1
Gap analysis establishes your aspirations. What are you trying to change? Describe what you want your business to be on paper, using any format appropriate to the problems you’re addressing. A text description, photos, lists, charts and graphs are all appropriate tools for you to use when outlining your vision. This section doesn’t need to be too long, but it should offer a clear vision.
Part 2
Current state - List everything – as they currently stand that you need to change or improve to meet the goal you have in mind
Future state - List all of your dream attributes as they correspond to your current business state.
Gap - Indicate a Yes or No if a gap between the current and future state exists
Fourth column - a simple description of the gap between the first and second columns. The description merely points out what’s missing.
Part 3
First, identify every factor that plays a part in the gap identified in your part two chart.
Factors can include things like
Every factor should have corresponding action steps that can solve the problem.
If a factor in a gap relates to the skill sets of your employees, an action step might be to hire additional staff, offer training or outsource part of a project while you increase internal capacity. If credit is a problem, an action step might be to research a local supplier willing to work with you to expand inventor
28. What are the different types of Business Analysis?
Fundamentally, there are 3 types of Business analysis which we can categorize into
Strategic Analysis − Strategic business analysis deals with pre-project work. It is the method or process of identifying business problems, devising business strategies, goals and objectives helping the top management. It provides management information reporting for the effective decision-making process.
Tactical Analysis − It involves knowledge of specific business analysis techniques to apply at the right time in the appropriate project.
Operational Analysis − In this type of business analysis, we are focussed towards the business aspect by leveraging information technology. It is also a process of studying operational systems with the aim of identifying opportunities for business improvement.
For each type of analysis, there are a set of tools which are available in the market and based on organizational needs and requirements, these are to be used.
BA will leverage techniques Fact-Finding, Interviews, Documentation Review, Questionnaires, Sampling and Research in their day-to-day activities.
=*=*=*=*=*=*=*=*=*=*=*=*=*=*=*=*=*=*=*=*=*=*=*=*=*=*=*=
Follow up question which the BA can ask the interviewer
From the inception of the project to the delivery of project Business analyst may face many issues such as
- Employee related issues
- Technology-related issues
- Access related issues
- Business policies related issues
- Business model and methodology errors
The requirement should be reviewed properly and collaborated
Most of the time BA consider a requirement gathering as a task to get it completed that they miss out on getting everyone’s take on it. Requirement gathering is very crucial and it needs to have collaborated with the stakeholders and the development team. All information collected during the requirement gathered should be listed and validated with the stakeholder and once reviewed should be signed off so as it can move to the next stages
The requirement is not from a technical standpoint.
BA can fail in not incorporating a requirement from a technical standpoint. The requirement should be structured. BA should make requirements SMART. S- smart, M- measurable, A- attainable, R- Realizable, T – Time-bound.
Proceeding ahead without fixing the requirement.
Most of the time requirements are changed on the fly and team just goes into action in delivering that requirement immediately without assessing the requirement. Before understanding the stakeholders’ requirements, initiating the process of designing may harm the project’ success.
Conversation without a vision
Communication with stakeholder to better understand the business need is crucial in completing the project successfully. Non-relevant discussions can sidetrack from the actual requirement and distract the team members from the task which can be frustrating. Also, BA should be aware to involve only the key stakeholders only otherwise it would like the saying goes too many ruins the stew.
Capturing the requirement completely
Capturing the complete requirement will ensure the project purpose and vision, and communicating accordingly with the stakeholder and documenting them will ensure the team can deliver as per the requirement enlisted in the project scope.
Each project has different requirements
Most of the time BA uses a BRD template this might have unnecessary categories to make the task even more complex and time-consuming
20. What do you see as the key strengths of a business analyst?
1. Understand Your Objectives.
Able to understand the objective of the project. There is no risk on the delivery of the task/project. Make sure to ask for information
2. Good Verbal Communication Skills.
Able to communicate effectively and efficiently. BA must be clear and precise without being ambiguous. Avoid being complicated jargons. Being simple is the best approach.
3. The Ability to Run Stakeholder Meetings.
Email communication is useful for audit trail, but BA must communicate with the stakeholder by conducting one on one session with the respective stakeholders. At the time more can be learned through face to face communication.
4. Be A Good Listener.
BA must be able to listen and absorb the information which is supplied. It is important to understand the context of what has been said.
5. Polish Your Presentation Skills.
BA at some point has to conduct workshop sessions. Hence the ability to convey the content which matches with the objective of the meeting. This is an excellent way not only to interact with the team but also to extract information from the team.
6. Be Excellent at Time Management.
BA must have excellent time management skill to ensure the work is completed on time otherwise the project does not fall behind schedule.
7. Documentation and Writing Skills.
BA requires to create multiple documents for a project so the documents must be written to the point and concise without any key elements of the project. Strong writing skills are excellent.
8. Stakeholder Management.
BA must be able to handle stakeholder and their expectations. Stakeholders are the biggest supporters or their biggest critics. So it is crucial to understand the expectations
9. Develop Your Modelling Skills.
1. Understand Your Objectives.
Able to understand the objective of the project. There is no risk on the delivery of the task/project. Make sure to ask for information
2. Good Verbal Communication Skills.
Able to communicate effectively and efficiently. BA must be clear and precise without being ambiguous. Avoid being complicated jargons. Being simple is the best approach.
3. The Ability to Run Stakeholder Meetings.
Email communication is useful for audit trail, but BA must communicate with the stakeholder by conducting one on one session with the respective stakeholders. At the time more can be learned through face to face communication.
4. Be A Good Listener.
BA must be able to listen and absorb the information which is supplied. It is important to understand the context of what has been said.
5. Polish Your Presentation Skills.
BA at some point has to conduct workshop sessions. Hence the ability to convey the content which matches with the objective of the meeting. This is an excellent way not only to interact with the team but also to extract information from the team.
6. Be Excellent at Time Management.
BA must have excellent time management skill to ensure the work is completed on time otherwise the project does not fall behind schedule.
7. Documentation and Writing Skills.
BA requires to create multiple documents for a project so the documents must be written to the point and concise without any key elements of the project. Strong writing skills are excellent.
8. Stakeholder Management.
BA must be able to handle stakeholder and their expectations. Stakeholders are the biggest supporters or their biggest critics. So it is crucial to understand the expectations
9. Develop Your Modelling Skills.
A visual representation allows BA to convey the overview of the problem or project so that you can see what works well and where the gaps lie
21. What can be a weakness for Business Analyst?
22. How can you handle and manage the difficult stakeholders??
Poor communication skills
BA fails to communicate effectively and efficiently to the stakeholders and the development team. This can have a grave impact on the scope of the project and can cause delays in the project being delivered.
Poor organizational skills
BA is expected to complete multiple projects in a month or quarter. Poor organization skills may prevent him from prioritizing his list of task to be completed.
Failing to use proper resources
BA sometimes fail to utilize the available resources or are unfamiliar with the resources. These resources can include industry reports, software or assessment tools
BA fails to communicate effectively and efficiently to the stakeholders and the development team. This can have a grave impact on the scope of the project and can cause delays in the project being delivered.
Poor organizational skills
BA is expected to complete multiple projects in a month or quarter. Poor organization skills may prevent him from prioritizing his list of task to be completed.
Failing to use proper resources
BA sometimes fail to utilize the available resources or are unfamiliar with the resources. These resources can include industry reports, software or assessment tools
22. How can you handle and manage the difficult stakeholders??
- Identify that difficult stakeholder among the group of stakeholders, listen and concentrate on their point of view with patience. Be polite to them and do not close off the conversation immediately with such people.
- Generally, a stakeholder will be difficult because they are not comfortable with a few things in the project. So listen to them and diplomatically answer such difficult stakeholders.
- Find out a way to meet them personally and have a one on one discussion. By this, you can show your commitment to them.
- Try to find out and resolve their motivations like are they worried about the budget of the project or Curious about the project whether it is turning exactly as per their vision etc.
- Continuously engage such difficult stakeholders and make them understand that their contribution is much value for the project.
23. Do you think a business analyst should be involved in testing?
Yes, in my opinion, a Business analyst should be involved in the testing. As they have been involved from the inception of the project and they will be able to test out every requirement mentioned in the project scope. He can test everything and resolve any system-related query.
24. What is Requirement traceability matrix (RTM)?
The document that maps and traces user requirement with test cases. It captures all requirements proposed by the client and requirement traceability in a single document, delivered after the Software development life cycle. The main purpose of Requirement Traceability Matrix is to validate that all requirements are checked via test cases such that no functionality is unchecked during Software testing.
25. Why RTM is important?
- The main agenda of every tester should be to understand the client’s requirement and make sure that the output product should be defect-free. To achieve this goal, every QA should understand the requirement thoroughly and create positive and negative test cases
- This would mean that the software requirements provided by the client have to be further split into different scenarios and further to test cases. Each of this case has to be executed individually.
- A simple way is to trace the requirement with its corresponding test scenarios and test cases. This merely is termed as ‘Requirement Traceability Matrix.'
- The traceability matrix is typically a worksheet that contains the requirements with its all possible test scenarios and cases and their current state, i.e. if they have been passed or failed. This would help the testing team to understand the level of testing activities done for the specific product.
26. What is a Gap analysis?
A gap analysis process allows organizations to determine how to best achieve their business goals. It compares the current state with an ideal state or goals, which highlights shortcomings and opportunities for improvement.
27. How to write a gap analysis?
Gap analysis establishes your aspirations. What are you trying to change? Describe what you want your business to be on paper, using any format appropriate to the problems you’re addressing. A text description, photos, lists, charts and graphs are all appropriate tools for you to use when outlining your vision. This section doesn’t need to be too long, but it should offer a clear vision.
Part 2
Current state - List everything – as they currently stand that you need to change or improve to meet the goal you have in mind
Future state - List all of your dream attributes as they correspond to your current business state.
Gap - Indicate a Yes or No if a gap between the current and future state exists
Fourth column - a simple description of the gap between the first and second columns. The description merely points out what’s missing.
Part 3
First, identify every factor that plays a part in the gap identified in your part two chart.
Factors can include things like
- Bad business credit that affects your ability to increase inventory levels
- A poor recruitment process that makes it hard for your company to retain staff.
Every factor should have corresponding action steps that can solve the problem.
If a factor in a gap relates to the skill sets of your employees, an action step might be to hire additional staff, offer training or outsource part of a project while you increase internal capacity. If credit is a problem, an action step might be to research a local supplier willing to work with you to expand inventor
28. What are the different types of Business Analysis?
Fundamentally, there are 3 types of Business analysis which we can categorize into
Strategic Analysis − Strategic business analysis deals with pre-project work. It is the method or process of identifying business problems, devising business strategies, goals and objectives helping the top management. It provides management information reporting for the effective decision-making process.
Tactical Analysis − It involves knowledge of specific business analysis techniques to apply at the right time in the appropriate project.
Operational Analysis − In this type of business analysis, we are focussed towards the business aspect by leveraging information technology. It is also a process of studying operational systems with the aim of identifying opportunities for business improvement.
For each type of analysis, there are a set of tools which are available in the market and based on organizational needs and requirements, these are to be used.
BA will leverage techniques Fact-Finding, Interviews, Documentation Review, Questionnaires, Sampling and Research in their day-to-day activities.
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Follow up question which the BA can ask the interviewer
- What are the different roles in your organization those who interact with Business Analyst?
- What kind of challenges should I handle in your organization?
- What makes a BA successful in your company?
- What is the process followed in your organization, a huge process or an informal process?
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