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I’d begin with a root cause analysis using data segmentation — reviewing cohorts, purchase frequency, and churn triggers. I’d compare conversion funnels to isolate where drop-offs occur. Next, I’d conduct hypothesis testing: if pricing impacts churn, discount elasticity should show correlation; if performance is the issue, latency and crash logs should align with drop-offs. Finally, I’d combine quantitative data (analytics dashboards) with qualitative feedback (customer surveys) to validate findings. The recommendation would balance both — e.g., dynamic pricing pilot + app optimization sprints — ensuring decisions are data-driven, not assumption-driven. 

I’d pause the meeting to reframe the discussion around business goals, not opinions. I’d document both perspectives on a shared board (e.g., Miro) and introduce a value vs. complexity matrix to assess each request objectively. Then, I’d facilitate a data-backed prioritization exercise (like MoSCoW or weighted scoring). By turning opinions into visual trade-offs, emotional friction reduces and alignment builds. Afterward, I’d summarize decisions and next steps in neutral language, ensuring transparency. This demonstrates leadership, facilitation, and stakeholder empathy — key BA communication skill 

First, I’d perform impact analysis using a requirements traceability matrix (RTM) to identify all affected modules, test cases, and dependencies. Next, I’d facilitate a change control session with business, compliance, and tech teams to evaluate which changes are mandatory vs. negotiable. I’d use versioned documentation (in Confluence) to clearly distinguish old vs. updated requirements and prevent confusion. Finally, I’d re-baseline the requirements backlog and communicate a revised delivery plan backed by risk assessment — balancing compliance urgency with delivery feasibility. 

 I’d start by validating data sources and measurement logic — understanding how “hours saved” were calculated. Next, I’d request access to process logs, system timestamps, or task-level data to analyze before-and-after execution times. Using tools like Power BI or Excel, I’d recreate the KPI calculation and look for anomalies or outliers. If discrepancies appear, I’d convene a validation meeting with dev and ops teams to reconcile metrics and agree on an auditable measurement method. This demonstrates technical fluency, skepticism, and analytical integrity — hallmarks of a senior BA. 

I’d start by educating stakeholders on how Agile enhances visibility and responsiveness, using examples from similar successful transformations. I’d shift my documentation approach — from large BRDs to iterative user stories and living documentation in JIRA or Confluence. To ease resistance, I’d act as a bridge between traditional PMs and Scrum teams, ensuring roles and responsibilities are clearly defined. I’d also facilitate Agile ceremonies (sprint planning, retrospectives) to build comfort with iterative delivery. This shows adaptability, leadership, and process agility — essential skills for BAs in modern organizations.