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| Criterion |  Operations DMAIC |  Facilitation Stakeholder Mapping |  Decision Making Decision Rights Mapping |  Facilitation Alignment Mapping |
|---|---|---|---|---|
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. | 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. | 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 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. |
Complexitydifferent | High | Low | Medium | Medium |
Timedifferent | 2-12 Wochen | 60–90 min | 90-180 min | 1-2 h |
Participantsdifferent | 3-10 | 2-8 | 4-12 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Project Charter, Measurement Plan, Cause Analysis, Control Plan | Stakeholder Map, Engagement Plan, Risk Notes | Decision Rights Matrix, Agreement | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | Continuous improvementQualityProcess improvement | StakeholdersAlignmentFacilitationChange | DecisionGovernanceAlignmentResponsibility | AlignmentStakeholdersStrategyFacilitation |