Business analyst interviews test how you gather requirements, handle disagreeing stakeholders, and turn ambiguity into something a team can build. Below are the most common questions with model answers. Senior: architecture, trade-offs, mentoring, and decision-making.
Get the conflict stated explicitly rather than resolving it in the document, since a requirement that quietly picks a side surfaces later as a rejected delivery. Frame it as a trade-off with numbers attached and let the person who owns the outcome decide. Escalation is a tool, not a failure — the failure is a compromise nobody actually wants.
By having named the measure before building it — the support-call rate, the completion rate, the time to finish the task. Without that, success becomes whether the feature shipped, which is not the same thing. The uncomfortable part is committing to a number that might not move.
Start from what the system does now: observe real users, read the data, and trace the flows that carry money or risk. Reconstruct the rules from behaviour rather than from memory, since memory is confidently wrong. Then write down only what is needed to make the next decision, because documenting everything is a project that never finishes.
Make the interfaces explicit and agree them early, because that is where the delays come from — one team waiting on a contract another has not defined. Sequence by dependency rather than by priority, and keep a visible list of what each team is waiting for. A dependency nobody wrote down is a deadline nobody will meet.
Ask what it would fix. Not to be difficult, but because the requested solution is often one of several and rarely the cheapest — someone asks for a report when the real need is an alert. The skill is doing this without appearing to obstruct, which usually means proposing the alternative rather than only questioning the request.
In a real interview you speak under pressure. Cam asks these same questions, scores every answer, and shows exactly what to fix.
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