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| Criterion |  Operations ALPEN Method |  Facilitation Power Interest Grid |  Delivery RAID Log |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
Purposedifferent | With an overloaded day full of too many tasks, a realistic picture of the day emerges. The method connects estimating, deciding, and buffer thinking so planning fits available energy and time. | 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. | Helps clarify scope, sequence, and delivery flow in concrete terms. It makes work, boundaries, and order steerable. The result is captured as a RAID Log and a source for status reporting. | 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 | Low | Medium |
Timedifferent | 10-20 min daily | 30-60 min | 30 min Setup, dann laufend | 60-90 min |
Participantsdifferent | 1 | 2-8 | 1-3 maintaining, briefing for everyone | 3-6 |
Formatdifferent | Async | Workshop | Async | Workshop |
Outputdifferent | Daily Plan, Time Estimates, Review Notes | Power Interest Grid, Strategy per Stakeholder | RAID Log, Status Report Source | Salience Diagram, Strategy per Class |
Tagsno overlap | PlanningTime managementProductivityOperations | StakeholdersFacilitationAlignmentPlanning | RiskTrackingStakeholdersGovernance | StakeholdersFacilitationAlignmentGovernance |