My work experience + typical interview questions

1. Can you describe a project where you led requirements gathering sessions? What was your approach?

My Answer:
At Les Schwab, I led requirements workshops during the vendor selection process for a large system upgrade. My approach was to bring together cross-functional teams, including IT, Operations, and stakeholders, to define business needs and technical requirements. I facilitated sessions that focused on translating business objectives into functional and technical specifications. This involved active listening, asking targeted questions to uncover hidden needs, and documenting everything meticulously. I ensured that the final solution aligned with both business goals and the technical capabilities of the software we were implementing.

2. How do you ensure the successful migration of data during system implementations?

My Answer:
I led the data migration for 1.1 million customer accounts at Les Schwab as part of a larger system implementation. To ensure success, I first conducted a thorough analysis of the existing data, identifying discrepancies and areas for clean-up. I developed a clear migration plan, outlining the steps needed for clean-up, transformation, and transfer to the new system. I also designed test cases to validate the accuracy and completeness of the migrated data, working closely with QA teams to ensure data integrity. This approach helped mitigate risks and resulted in a smooth, error-free migration with minimal disruption to business operations.

3. How do you handle competing priorities when gathering requirements from different departments?

My Answer:
Competing priorities are common when working with various departments. During my time at Les Schwab, I managed this by setting up clear communication channels and fostering transparency. For example, while working on the inventory management project, different departments had conflicting priorities related to operations and IT requirements. I facilitated regular meetings with key stakeholders to review priorities and trade-offs. By keeping an open dialogue and focusing on the overall company goals, I ensured that the most critical requirements were addressed first while still accommodating departmental needs.

4. Can you provide an example of a project where you improved operational efficiency?

My Answer:
At Les Schwab, I was responsible for improving inventory management at several pilot stores, which resulted in a 50% increase in inventory turns. I coordinated closely with Operations and IT teams, analyzing existing workflows to identify inefficiencies. I then implemented new processes that allowed for better stock management, aligned with real-time data from our systems. By regularly reviewing the pilot's performance and adjusting strategies, I helped secure approval to expand the project to additional locations, which led to overall improved financial performance for the company.

5. How do you manage risk in a project?

Answer:
Risk management is a critical part of my project planning process. For example, when rolling out a new role across nine locations at Les Schwab, I identified potential risks such as inconsistent training and operational disruptions. To mitigate these, I created detailed training and change management documentation and worked closely with site leads to ensure consistency in implementation. I also set up regular check-ins to monitor progress and quickly address any issues that arose. This proactive approach ensured a smooth rollout and minimized operational risks.

6. Can you describe a time when you had to manage cross-functional teams?

My Answer:
In my role as a Business Systems Analyst at Les Schwab, I frequently worked with cross-functional teams that included IT, Operations, and external vendors. For instance, during the data migration project, I coordinated with various departments to align on project objectives, system requirements, and testing strategies. I held regular meetings to track progress, facilitated communication between technical and non-technical stakeholders, and resolved any roadblocks. My ability to build strong relationships and ensure everyone was aligned with the project goals was key to the project's success.

7. How do you manage project timelines and ensure deliverables are met?

My Answer:
When I managed the rollout of a new store payables program at Les Schwab, I was tasked with creating the entire process in just one week. I broke down the project into key deliverables and assigned timelines for each task. I set up daily check-ins to track progress and address any issues in real-time. This level of organization, coupled with clear communication and accountability, allowed me to meet the tight deadline and ensure all stakeholders were on the same page.