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| Criterion |  Innovation Design Thinking |  Delivery RAID Log |  Facilitation Stakeholder Mapping |  Agile ROAM Board |
|---|---|---|---|---|
Purposedifferent | For complex user problems with an uncertain cause, the method connects observation, interpretation, and experiment into a learning cycle. It keeps the focus on real needs and avoids premature solution language. This produces robust decisions for product and service. | 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 an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. | 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. |
Complexitydifferent | High | Low | Low | Low |
Timedifferent | 1 Tag bis mehrere Wochen | 30 min Setup, dann laufend | 60–90 min | 20-40 min initial, dann laufend |
Participantsdifferent | 4-10 | 1-3 maintaining, briefing for everyone | 2-8 | 3-15 |
Formatdifferent | Workshop | Async | Workshop + async | Workshop + async |
Outputdifferent | Problem Statement, Prototype, Test Learnings | RAID Log, Status Report Source | Stakeholder Map, Engagement Plan, Risk Notes | ROAM Board, Owner List |
Tagsno overlap | InnovationPrototypeResearch | RiskTrackingStakeholdersGovernance | StakeholdersAlignmentFacilitationChange | RiskAgileTrackingAlignment |