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| Criterion |  Operations Fault Tree Analysis |  Facilitation Alignment Mapping |  Agile ROAM Board |  Facilitation Power Interest Grid |
|---|---|---|---|---|
Purposedifferent | For a critical top event with several possible triggers, the method logically models failure paths. It makes visible which combinations of conditions can lead to damage. | 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 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. | When many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. |
Complexitydifferent | High | Medium | Low | Low |
Timedifferent | 2-6 h | 1-2 h | 20-40 min initial, dann laufend | 30-60 min |
Participantsdifferent | 3-8 | 4-12 | 3-15 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Fault Tree, Critical Paths, Cause Hypotheses, Control Actions | Alignment Map, Open Issues, Decision Questions | ROAM Board, Owner List | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | RiskRoot causeSafety | AlignmentStakeholdersStrategyFacilitation | RiskAgileTrackingAlignment | StakeholdersFacilitationAlignmentPlanning |