The most comprehensive bank Interview Answer Review tooling available online.

Thank you for the question. I have been working as a data engineer for a combined total of three years, working closely with business leaders and engineers at different enterprises. where my main focus and speciality was in building reliable data pipelines that supports business decision making. I also have experience running a solo consultancy firm, where I have had the opportunity to consult and build end to end data products for businesses, which has allowed to be explore and hone my leadership, and communication skills on top of my technical expertise. Above all. in addition to the skills  I have learnt over the last three years, my experience in academia, especially as a consequence of my PhD research, I have a strong preference and a proven track record  in delivering complex analytical tasks.  All of the above essentially package me up as  an ideal candidate for this role.

S（Situation）：在2024年9月底，我所在团队灰度上线了一个重要新功能。上线不久后，我们注意到产品的 NPS 分数出现了明显下滑。我的老板非常担心这个变化是由我们新功能引起的，因此建议我们暂停功能的进一步上线。

T（Task）：考虑到我们灰度期间已经收到不少正向的用户反馈和行为数据，我担心贸然暂停功能会影响节奏，并可能误判问题根源。我希望找出 NPS 下滑的真正原因，并用更稳妥的方式推进问题解决。

A（Action）：我首先分析了 NPS 下滑的时间节点，发现其发生在我们功能上线之前。结合用户评价存在滞后性的特点，我判断两者未必直接相关。随后我深入分析了近期的低分评价和客服 ticket，发现主要问题集中在打印出错、页面崩溃等历史遗留的功能性 bug。
我将这些发现整理成文档分享给老板，建议我们先优先修复这些问题，并继续观察 NPS 变化。同时，我也请他指出是否存在新功能相关的反馈痛点，以便一并跟进优化。我们快速完成了 hotfix，并验证后上线。

R（Result）：两周内，NPS 分数从 xx 回升到 xx（如能填具体更好），我们功能也顺利推进至全量发布，后续使用量增长了 xx%。老板也认可了我们以数据驱动决策的方式，对我在这件事中的判断力和推进力给予了肯定。

Knowing the history of a project is good but not a requirement to successfully deliver a project. The way to estimate the expected work, would be to understand what is the business problem and then understand who are the various stakeholders responsible for delivering the project. Here are a few bullet points:

1) Having a clear understanding of the business need:

· I once organized a session where we clarified ambiguous requirements, which reduced delays caused by misaligned expectations.

2) Are the business requirements completed?

· I’ve worked on projects where siloed communication created bottlenecks, so I established cross-functional syncs to break down barriers and complete the business requirements.

3) What tools are being used to track the project delivery? Jira, Azure DevOps etc?

· I kept on-going discussions with the lead scrum master to identify what types of meaningful dashboards would help us be transparent on the progress of the project.

4) Are the technical requirements signed off on?

5) How many stakeholders are assigned to the project? Both on the business and technical side?

6) Any on-going risks being tracked?

· There was a time when I flagged an issue with the data that would have become a significant blocker later on, but identifying it early led to active remediation steps.

7) When is the expected delivery?

8) List out all the tasks that are necessary to complete the project and expected timelines for each task.

· This step helped me in a project where there were tight deadlines and the project was complex with multiple unknowns. Having a tracker helped the team stay on track.

9) incorporate any existing blockers into the timeline as a risk table to assess how much work is required and when it is likely to be delivered.

I was once tasked with a project as a business analyst which had several business analysts who had worked on the project in the past leading to unsuccessful attempts in product delivery. When i was tasked to the project i started by meeting with people and understanding what was required for the project to complete. After a long series of meetings and understanding of what work is entailed and getting all my questions answered by the stakeholders and getting required sign off, I was able to ship the project.