Противоречивые приоритеты стейкхолдеров

First, I try to understand what each stakeholder actually needs and why. Often the conflict is about the solution, not the goal.

Then I make the trade-offs visible. For example, sales wanted a custom report for a big client, and support wanted us to fix a bug that generated a lot of tickets. I put both on one page: the effort, the impact in money or tickets, and what would slip if we did each first.

With that, we got aligned in one meeting: we fixed the bug first, because it affected all clients, and committed to the report in the next sprint. If we hadn't agreed, I would have escalated to the head of product with the same one-pager.

Сложные места:

• what would slip: что сдвинется по срокам.
• we got aligned: мы договорились.
• one-pager: документ на одну страницу.