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| Criterion |  Operations ABC Analysis |  Agile ROAM Board |  Facilitation Stakeholder Salience Model |
|---|---|---|---|
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. | When work needs to move between different states or columns, it makes that movement and its handoffs legible. It sorts work by value, risk, and delivery ability. The result is captured as a ROAM Board and an Owner List. | 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. |
Complexitydifferent | Low | Low | Medium |
Timedifferent | 30-60 min | 20-40 min initial, dann laufend | 60-90 min |
Participantsdifferent | 1-5 | 3-15 | 3-6 |
Formatdifferent | Async | Workshop + async | Workshop |
Outputdifferent | ABC Classification, Focus Rules, Control List | ROAM Board, Owner List | Salience Diagram, Strategy per Class |
Tagsno overlap | PrioritizationOperationsPortfolio | RiskAgileTrackingAlignment | StakeholdersFacilitationAlignmentGovernance |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
