PhonePe Business Analytics Interview Questions & Answers

Low-fidelity layouts of screens that help stakeholders visualise and agree on requirements before development starts.

Log the change, assess impact on scope, cost and timeline, get approval through change control or backlog grooming, and update documents and stakeholders.

XLOOKUP can look left or right, uses exact match by default, returns a custom value if nothing is found and doesn't break when columns move. VLOOKUP only looks right and needs a column number.

The product backlog is the ordered list of all desired work; the sprint backlog is the subset the team commits to in the current sprint.

An early assessment of whether a proposed solution is technically, economically, operationally and legally viable before committing budget.

A diagram of steps, decisions and owners in a process, made using BPMN or flowcharts in tools like Visio, Lucidchart or draw.io.

An Excel add-in for building data models with relationships and DAX measures over millions of rows, beyond normal worksheet limits.

Map the funnel, find the biggest drop-off, check usability and load time, run A/B tests on fixes and track conversion lift.

Separate inputs, calculations and outputs, link all formulas to input cells, add scenarios and checks, and avoid hard-coded numbers inside formulas.

A language for querying databases. BAs use it to pull data themselves, validate numbers, check reports and answer questions without waiting for engineers.

Compare the current state (as-is) with the desired state (to-be), list the gaps in process, people or technology, and plan actions to close them.

ROI = (incremental profit - campaign cost) / campaign cost. Measure incremental sales using a control group or before-after comparison.

Aggregate revenue per month and use LAG(revenue) OVER (ORDER BY month) to compute (revenue - previous) / previous.

Structure it: households × car-owning share ÷ replacement cycle + first-time buyers + commercial fleet. State each assumption clearly and sanity-check the final number.

Reconcile totals with source tables using SQL, check filters and joins for duplication, compare with prior periods and verify with business owners.

Use STAR: Situation, Task, Action, Result. Show that you listened, found the underlying goal, used data to align people and reached a documented decision.

A model assessing industry attractiveness through supplier power, buyer power, threat of new entrants, threat of substitutes and rivalry among competitors.

CAGR = (End value / Start value)^(1/years) - 1, entered as =(B2/A2)^(1/n)-1.

COUNT(*) counts all rows; COUNT(column) counts only rows where that column is not NULL.

A framework listing internal Strengths and Weaknesses and external Opportunities and Threats to assess a project or business position.

Assess market size and demand, customer need, competition, unit economics, capabilities, risks and strategic fit, then test with a pilot before scale-up.

A BA bridges business and technology: gathers requirements, analyses data and processes, documents BRD/FRD and makes sure the final solution actually solves the business problem.

Profit = Revenue minus Cost, where revenue = price x volume and cost = fixed + variable. Split each part to find which one explains a change.

A named temporary result introduced with WITH that makes long queries readable and reusable in the same statement.

A table linking each requirement to design, test cases and delivery status, ensuring nothing is missed and helping assess change impact.

Create a line or column chart of actuals and add the target as another series formatted as a line.

VLOOKUP or XLOOKUP, INDEX-MATCH, SUMIFS, COUNTIFS, IF, text functions, PivotTables and charts.

AVG ignores NULLs; use COALESCE(col, 0) if NULLs should count as zero, depending on the business meaning.

Strengths and Weaknesses are internal; Opportunities and Threats are external. Example: S = strong faculty, W = low brand awareness, O = AI upskilling demand, T = free online content.

Variance = Actual - Budget, shown as amount and percentage, with conditional formatting to flag large gaps and comments on the drivers.

Functional requirements describe what the system does (login, reports); non-functional ones describe how well it does it (speed, security, availability, usability).

Number of outlets x daily customers x average bill x operating days, then validate using footfall, peak hours and similar chains.

Pareto principle: about 80% of outcomes come from 20% of causes, such as most revenue from a few customers or most defects from a few issues.

Waterfall runs fixed phases one after another with requirements frozen early. Agile delivers in short sprints with continuous feedback, so requirements can change. In Agile, BAs maintain the backlog and user stories.

Prepare clean data, build PivotTables and PivotCharts, add KPI cards and slicers, and arrange everything on one sheet with a clear layout.

They help the Product Owner refine the backlog, write stories and acceptance criteria, clarify details with developers and support testing and demos.

Clarify the underlying goals, present data and trade-offs, facilitate a joint session, escalate to the sponsor if needed and document the agreed decision.

Use tables, Power Query, remove volatile functions, filter before calculating and move to Power Pivot or a database when rows reach the millions.

A use case describes the full interaction between an actor and the system (main and alternate flows). A user story is a short statement of need from the user's point of view, refined with acceptance criteria.

About 20 million people, roughly 10% order pizza on a weekend, about 1 pizza per 2 people in an order. This gives roughly 1 million pizzas, adjusted for outlets and delivery capacity.

Break-even units = Fixed costs ÷ (Price − Variable cost per unit). Add a data table to test different price and volume scenarios.

Clear, testable conditions a story must meet to be accepted, often written as Given-When-Then scenarios.

INNER returns only matching rows; LEFT returns all rows from the left table and NULLs where there is no match.

It returns a custom value when a formula errors out, keeping reports clean, for example =IFERROR(VLOOKUP(...), "Not found").

Check row counts against the source, nulls, duplicates on keys, value ranges, date coverage and that totals reconcile with finance reports.

Every KPI is a metric, but a KPI is tied directly to a strategic goal (e.g. monthly churn). A metric can be any measurement (e.g. page views).

As a customer, I want to reset my password by email so that I can get back into my account. Acceptance criteria: • Reset link expires in 15 minutes • Password rules are shown while typing • A success message appears after reset

Identifying everyone affected by the project and mapping their influence and interest to decide how to communicate with and involve each group.

It breaks a top metric into drivers: Revenue = Users × Conversion × AOV; Users = New + Returning, and so on. It shows which lever to pull and where a drop came from.

Stakeholders and the sponsor review the Business Requirements Document for completeness and accuracy, and the business owner gives formal sign-off before design begins.

Get distinct user-month pairs, self-join or use LAG on month per user, and keep rows where the previous month is exactly one month earlier.

Look at the cost side: heavier discounts, higher CAC, logistics costs, product mix shifting to low-margin items, one-time expenses or pricing changes. Break contribution margin down by segment.

Finding the underlying reason for a problem using the 5 Whys, fishbone diagrams or Pareto analysis, then fixing the cause not the symptom.