IntermediateLEADERSHIP
On one of your cross-functional projects, how did you take the lead in aligning business stakeholders, developers, QA, and possibly external vendors around a shared understanding of the solution? Be specific about the ceremonies, artifacts (e.g., user stories, process flows, acceptance criteria), and communication tactics you used, and how you handled resistance or misalignment within the team.
Business Analyst
General

Sample Answer

On a pricing platform redesign, I had to align a pretty diverse group: sales ops, finance, a 10-person dev squad, QA, and an external CPQ vendor. Early on, everyone had a different mental model of the solution, so I started with a series of 60-minute discovery workshops where we co-created current-state and future-state process flows in Miro. From there, I translated those into a prioritized backlog of user stories with very explicit acceptance criteria and example scenarios. We ran weekly backlog refinement and a cross-functional “three amigos” session (BA, dev, QA) for complex stories. I also set up a 30-minute weekly stakeholder demo focused on outcomes, not features, and tracked a simple RAID log for visible decision-making. When finance and sales clashed on discount rules, I facilitated a data-driven session using historical deal data, which led to a shared policy and avoided a potential 4-week delay.

Keywords

Led structured discovery workshops to build shared process flowsTranslated flows into detailed user stories and acceptance criteriaUsed regular ceremonies (refinement, three amigos, demos) to keep alignmentResolved conflicts with data-driven facilitation and transparent decisions
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