View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
Selected:Alignment MappingPower Interest GridLASR (Lightweight Approach for Software Reviews)Stakeholder Salience Model
| Criterion |  Facilitation Alignment Mapping |  Facilitation Power Interest Grid |  Architecture LASR (Lightweight Approach for Software Reviews) |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
Purposedifferent | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. | 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. | LASR helps development teams identify where their software falls short of important quality goals and which improvements to consider. A small group with existing system knowledge can make an initial assessment and investigate open questions in more detail. | 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 | Medium | Low | Medium | Medium |
Timedifferent | 1-2 h | 30-60 min | 3–4 h for initial assessment; preparation and deeper analysis additional | 60-90 min |
Participantsdifferent | 4-12 | 2-8 | 1 or a small team; particularly suitable for 3–4 people | 3-6 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Alignment Map, Open Issues, Decision Questions | Power Interest Grid, Strategy per Stakeholder | Lean Mission Statement describing the software’s purpose, Prioritized quality goals and evaluation criteria, Risks and estimated gaps against quality goals, More closely examined findings and open checks | Salience Diagram, Strategy per Class |
Tagsno overlap | AlignmentStakeholdersStrategyFacilitation | StakeholdersFacilitationAlignmentPlanning | ArchitectureQualityRiskAssessmentLean | StakeholdersFacilitationAlignmentGovernance |