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An accepted practice is an example of a tacit business rule. Tacit business rules are those that are understood and followed by members of the organization but are not formally documented. They are often derived from the culture, norms, and shared understandings within the organization. These rules govern everyday behavior and decision-making processes implicitly, guiding how tasks are performed and how interactions occur without explicit instruction.

References:

•Business Analysis.pdf, Section on "Business Rules," which explains tacit business rules and gives examples of accepted practices within organizations .

The optimum group size for brainstorming is six to eight individuals who represent a range of backgrounds and experiences with the topic. This size is considered ideal because it allows for a diverse set of ideas and perspectives, while still being manageable enough to ensure that everyone has an opportunity to contribute. Having participants from varied backgrounds enhances the creative process by introducing different viewpoints and experiences, thereby enriching the brainstorming session and leading to a broader range of innovative solutions .

When planning elicitation activities, the technique of using a stakeholder list, map, or personas is crucial for determining the possible participants and their roles. This approach helps in identifying all the stakeholders who may have an interest in the project or who may be affected by its outcome. By creating a visual representation or a detailed list of stakeholders, business analysts can understand the relationships, influence, and needs of each stakeholder, ensuring that all relevant perspectives are considered during the elicitation process.

References: The use of stakeholder lists, maps, or personas as a technique in business analysis is supported by various resources on elicitation techniques, which emphasize the importance of understanding stakeholders to ensure successful elicitation activities123.

During the requirements life cycle management phase, one of the key activities is to trace requirements. This involves ensuring that requirements and designs at different levels are aligned with one another and managing the effects of changes to one level on related requirements and designs. Tracing requirements helps maintain the integrity of the requirements throughout the project’s life cycle, from inception to retirement.

References: The information provided aligns with the tasks described in the BABOK® Guide’s Requirements Life Cycle Management knowledge area, which outlines the importance of tracing requirements to manage and maintain them effectively throughout the project12.

Among the activities performed during the requirements life cycle management phase, tracing requirements stands out as a critical task. It involves tracking and documenting the lineage of each requirement, including its derivation, allocation to solution components, and relationships with other requirements. This process ensures a clear understanding of how requirements influence and are influenced by each other, as well as their relationship to the business objectives and solution components. Effective requirement tracing aids in impact analysis, risk management, and ensuring that changes to requirements are consistently reflected across the project, thus maintaining the integrity and coherence of the solution over time.

References: BABOK Guide v3, Chapter 5.1: Trace Requirements