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Mapping influence, managing scope creep, negotiating priorities, and running a sign-off.
3 questions in Business Analysis.
Stop arguing about the label and test the request against the accepted criteria: if the behaviour or the effort changes, it is a change whatever it is called. Hand the product owner a delta and options rather than a refusal, and keep a log so a fortnight of small clarifications stays visible.
Stakeholder sign-off should not stall a project indefinitely. Confirm the decision owner, shrink the ask, proceed on a dated assumption, and escalate the delivery risk rather than complaining about the person. Use this stakeholder management answer to show the decision, trade-off, and evidence rather than a memorised definition.
Establish who owns the decision before arguing about the decision, then make it cheap for that person to decide by putting the trade-off in writing with options, consequences, a recommendation and a decide-by date. You are not the arbiter; you are the reason the arbiter can choose quickly.