CAPM Practice: Validate requirements through product delivery

Not all validation defects warrant fixing. BAs contribute business context to triage decisions — assessing the business impact of each defect and ensuring stakeholders explicitly accept the risk of proceeding with known issues. This prevents both over-fixing (delaying delivery for minor issues) and under-fixing (accepting high-impact defects).

**Why not A:** Claiming that all defects must be fixed is unrealistic and ignores practical constraints. Organizations routinely make risk-based decisions to defer or decline fixes for defects that are low-severity, rarely encountered, or prohibitively expensive to resolve relative to their impact. A disciplined triage process is standard practice.

**Why not B:** "Won't fix" decisions should not be made unilaterally by the development team without BA involvement. The BA provides critical context on business impact, user expectations, and requirement alignment. Excluding the BA from this decision risks dismissing defects that have meaningful business consequences stakeholders care about.

**Why not C:** Stating that teams should never make "won't fix" decisions ignores the reality of finite resources and competing priorities. Every defect carries a cost-to-fix relative to its impact. Responsible product management requires the ability to consciously accept certain low-impact defects rather than pursuing zero-defect perfection at the expense of higher-value work.