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| Criterion |  Decision Making Decision Rights Mapping |  Delivery MoSCoW |  Facilitation Alignment Mapping |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
Purposedifferent | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. | When a release carries too many demands and priorities are only ever negotiated, MoSCoW creates clear boundaries for the next cut. Must, Should, Could, and Won't make commitment, room for maneuver, and trade-off logic visible to everyone involved. | 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 | Medium | Low | Medium | Medium |
Timedifferent | 90-180 min | 30-90 min | 1-2 h | 60-90 min |
Participantsdifferent | 4-12 | 3-12 | 4-12 | 3-6 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Decision Rights Matrix, Agreement | Prioritized Backlog, Release Scope, Tradeoff Notes | Alignment Map, Open Issues, Decision Questions | Salience Diagram, Strategy per Class |
Tagsno overlap | DecisionGovernanceAlignmentResponsibility | PrioritizationScopeDecision | AlignmentStakeholdersStrategyFacilitation | StakeholdersFacilitationAlignmentGovernance |