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| Criterion |  Business Strategy Balanced Scorecard |  Architecture Request for Comments |  Facilitation Alignment Mapping |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
Purposedifferent | Balanced Scorecard translates strategy into a few interconnected perspectives and metrics. It holds impact, steering, and learning together in daily work instead of narrowing strategy down to financial figures. | An RFC clarifies architecture context, options, and consequences. It structures technical context, alternatives, tradeoffs, open questions, and review feedback, and captures the result as an RFC document, reviewer comments, and a decision rationale. | 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 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 | High | Medium | Medium | Medium |
Timedifferent | Halber Tag bis mehrere Wochen | 1-3 Wochen vom Draft bis zur Entscheidung | 1-2 h | 60-90 min |
Participantsdifferent | 4-12 | 3-20 Reviewer | 4-12 | 3-6 |
Formatdifferent | Workshop + async | Async | Workshop | Workshop |
Outputdifferent | Balanced Scorecard, Strategic Measures, Initiative Map | RFC document, Reviewer comments, Decision rationale, Follow-up ADR or tickets | Alignment Map, Open Issues, Decision Questions | Salience Diagram, Strategy per Class |
Tagsno overlap | StrategyMetricsExecution | ArchitectureDecisionAsyncGovernance | AlignmentStakeholdersStrategyFacilitation | StakeholdersFacilitationAlignmentGovernance |