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| Criterion |  Decision Making Decision Tree |  Delivery MoSCoW |  Facilitation Alignment Mapping |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
Purposedifferent | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | 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 | 30-90 min | 30-90 min | 1-2 h | 60-90 min |
Participantsdifferent | 1-6 | 3-12 | 4-12 | 3-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Decision Tree, Option Map, Assumption List | Prioritized Backlog, Release Scope, Tradeoff Notes | Alignment Map, Open Issues, Decision Questions | Salience Diagram, Strategy per Class |
Tagsno overlap | DecisionTreeOptions | PrioritizationScopeDecision | AlignmentStakeholdersStrategyFacilitation | StakeholdersFacilitationAlignmentGovernance |