Principal business analyst

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The focus of a business analyst is to review and analyse an organisation’s business, including its business intentions, business services, business processes and information needs. This analysis may help the business implement changes that lead to business improvements.

A business analyst is regarded as a conduit between the business units, organisational stakeholders and solutions delivery teams. A business analyst will liaise with key stakeholders in an organisation to develop a solid understanding of how the business is currently operating and the future goals of the business. Once the business analyst has gained this understanding, they will then review and analyse the business in terms of its business services, business processes, organisational structure and other relevant information to assist the business in identifying the best way to effect business change for achieving its business goals.

These business changes may include extensive stakeholder engagement activities to improve existing organisational structure, existing business services and service delivery mechanisms, existing business processes and in some cases the introduction of automation using ICT solution.

A principal business analyst exhibits capabilities in line with the Queensland Government ICT Skills Framework1, which consists of the Skills Framework for the Information Age2 (SFIA) and the Queensland Public Service Capability and Leadership Framework3 (CLF).

Within the SFIA profile, the principal business analyst has level 5 and 6 capabilities, i.e. ensures and advises on the skills outlined and initiates and influences their use. The SFIA profile is outlined below.


Category Skill/description Level Code
Strategy and architecture Business process improvement: Analyses business processes; identifies alternative solutions, assesses feasibility, and recommends new approaches, typically seeking to exploit technology components. Evaluates the financial, cultural, technological, organisational and environmental factors which must be addressed in the change programme. Establishes client requirements for the implementation of significant changes in organisational mission, business functions and process, organisational roles and responsibilities, and scope or nature of service delivery. 6 - initiate, influence BPRE

Business Change

Business analysis: Takes full responsibility for business analysis within a significant segment of an organisation where the advice given and decisions made will have a measurable impact on the profitability or effectiveness of the organisation. Establishes the contribution that technology can make to business objectives, defining strategies, validating and justifying business needs, conducting feasibility studies, producing high-level and detailed business models, preparing business cases, overseeing development and implementation of solutions, taking into account the implications of change on the organisation and all stakeholders. Guides senior management towards accepting change brought about through process and organisational change. 6 - initiate, influence BUAN
Business Change

Stakeholder relationship management: Supports business change, acting as a single point of contact for senior stakeholders, facilitating relationships between them. Ensures that stakeholders understand available IT services, and promotes financial and commercial awareness in order to deliver value-for-money. Conducts analysis of demand for services and influences stakeholders to ensure that the necessary investments are made to deliver required services. Negotiates at senior level on technical and commercial issues, to ensure that customers, suppliers and other stakeholders understand and agree what will meet their needs, and that appropriate service level agreements are defined. Oversees monitoring of relationships including lessons learned and appropriate feedback. Initiates improvement in services, products and systems.

6 - initiate, influence RLMT
Solution development and implementation Data analysis: Sets standards for data analysis tools and techniques, advises on their application, and ensures compliance. Manages the investigation of corporate data requirements, and co-ordinates the application of data analysis and data modelling techniques, based upon a detailed understanding of the corporate information requirements, in order to establish, modify or maintain data structures and their associated components (entity descriptions, relationship descriptions, attribute definitions). 5 - ensure, advise DTAN

The principal business analyst is aligned to Queensland Public Service Capability and Leadership Framework4 level 8.

Capability Component Description

Supports Strategic Direction

Harnesses information and opportunities

Draws on information from diverse sources and uses experience to analyse what information is important and how it should be used. Maintains an awareness of the organisation and keeps self and others well informed on issues that may affect work progress.

Achieves Results

Applies and builds professional expertise

Values specialist expertise and capitalises on the knowledge and skills of others within the organisation.  Contributes own expertise to achieve outcomes for the business unit.

Supports productive working relationships

Nurtures internal and external relationships

Builds and sustains positive relationships with team members, stakeholders and clients. Is responsive to changes in client and stakeholder needs and expectations.

Displays personal drive and integrity

Promotes and adopts a positive and balanced approach to work

Persists with, and focuses on achieving, objectives even in difficult circumstances. Remains positive and responds to pressure in a calm manner.

Communicates with influence

Communicates clearly

Confidently presents messages in a clear, concise and articulate manner. Focuses on key points and uses appropriate, unambiguous language. Selects the most appropriate medium for conveying information and structures written and oral communication to ensure clarity.

Entry points

Whilst a formal tertiary qualification is considered highly advantageous to work as a principal business analyst, it is not essential.  Tertiary courses in information technology, information systems, business management, commerce or corporate systems support are relevant to a career as a business analyst.  TAFE qualifications, such as a diploma in IT or a diploma of business studies may also support entry to a business analyst career. Experience working within an ICT business area is highly regarded.

Principal business analysts require very strong oral and written communication skills, strong skills in negotiation and customer management, sound analytical and conceptual skills, strong attention to detail, a logical approach to problem solving and an investigative and inquisitive mind.

Learning and development

There are a number of ways to develop and improve business analysis skills. Formal training and on the job experience are important ways to improve and develop the required skills. 

Extensive information on business process improvement is included on the Queensland Government Methodologies website for use by all Queensland Government agencies.


1The Queensland Government ICT Skills Framework underpins workforce capability improvement activities. It is designed to provide a consistent approach and language for ICT skill management, capability and leadership to enable maximised organisational performance and to help build a sustainable workforce. For more information, visit the ICT Skills Framework page on this site, under projects and services > ICT workforce capability.

1The Skills Framework for the Information Age (SFIA) provides a common language that integrates with an organisation's way of working, to improve capability and resource planning, resource deployment and performance management. This role profile quotes extensively from the SFIA, under licence from the SFIA Foundation. Information about the SFIA can be found at

3Departments may choose to maintain/continue to use an existing, alternative capability development framework, in which case, the Public Service Commission (PSC) will require a copy of a mapping or alignment document.

1The Queensland Public Service Capability and Leadership Framework is designed to 'be used as a centre piece for discussion around strengthening the work performance of individuals and teams and to inform decisions around determining and prioritising appropriate professional development and learning'. For more information, visit the CLF web page on the Public Service Commission's website, under corporate publications.

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