View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Operations DMAIC |  Decision Making Decision Rights Mapping |  Facilitation Stakeholder Salience Model |
|---|---|---|---|
Purposedifferent | For a process problem with fluctuating performance, the method brings analysis and improvement into a disciplined sequence. It creates a framework in which numbers, causes, and control come together. | 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 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 |
Timedifferent | 2-12 Wochen | 90-180 min | 60-90 min |
Participantsdifferent | 3-10 | 4-12 | 3-6 |
Formatdifferent | Workshop + async | Workshop | Workshop |
Outputdifferent | Project Charter, Measurement Plan, Cause Analysis, Control Plan | Decision Rights Matrix, Agreement | Salience Diagram, Strategy per Class |
Tagsno overlap | Continuous improvementQualityProcess improvement | DecisionGovernanceAlignmentResponsibility | StakeholdersFacilitationAlignmentGovernance |
Often compared together
Methods with strong topical overlap with the current selection, not yet in the comparison.
