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| Criterion |  Operations Change Analysis |  Agile ROAM Board |  Delivery RAID Log |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
Purposedifferent | For a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. | 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. | 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 | Medium | Low | Low | Medium |
Timedifferent | 45-120 min | 20-40 min initial, dann laufend | 30 min Setup, dann laufend | 60-90 min |
Participantsdifferent | 2-6 | 3-15 | 1-3 maintaining, briefing for everyone | 3-6 |
Formatdifferent | Workshop + async | Workshop + async | Async | Workshop |
Outputdifferent | Change Matrix, Cause Hypotheses, Validation Questions, Action List | ROAM Board, Owner List | RAID Log, Status Report Source | Salience Diagram, Strategy per Class |
Tagsno overlap | ChangeRoot causeTroubleshootingComparison | RiskAgileTrackingAlignment | RiskTrackingStakeholdersGovernance | StakeholdersFacilitationAlignmentGovernance |