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| Criterion |  Operations ABC Analysis |  Operations Process Mapping |  Facilitation Stakeholder Salience Model |  Facilitation Power Interest Grid |
|---|---|---|---|---|
Purposedifferent | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. | With a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. | When stakeholders appear to matter very differently, the Stakeholder Salience Model rates their actual priority through power, legitimacy, and urgency. It turns individual contributions into a visible selection. The result is captured as a Salience diagram and a class-based strategy. | When many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. |
Complexitydifferent | Low | Medium | Medium | Low |
Timedifferent | 30-60 min | 1-3 h | 60-90 min | 30-60 min |
Participantsdifferent | 1-5 | 3-10 | 3-6 | 2-8 |
Formatdifferent | Async | Workshop | Workshop | Workshop |
Outputdifferent | ABC Classification, Focus Rules, Control List | Process Map, Handoff List, Improvement Backlog | Salience Diagram, Strategy per Class | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | PrioritizationOperationsPortfolio | ProcessOperationsImprovement | StakeholdersFacilitationAlignmentGovernance | StakeholdersFacilitationAlignmentPlanning |