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| Criterion |  Business Strategy GAP Analysis |  Facilitation Alignment Mapping |  Architecture Views and Beyond |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
Purposedifferent | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are missing. | 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. | Views and Beyond organizes architecture into several views so no single diagram has to do everything at once. This makes it possible to choose the representation that fits the stakeholder's question. | 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. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 1-3 h | 1-2 h | 1-3 Tage | 60-90 min |
Participantsdifferent | 2-8 | 4-12 | 1-4 | 3-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | Alignment Map, Open Issues, Decision Questions | Architecture Views, Cross-view Notes, Rationale | Salience Diagram, Strategy per Class |
Tagsno overlap | StrategyAnalysisPlanning | AlignmentStakeholdersStrategyFacilitation | DocumentationStakeholdersArchitecture | StakeholdersFacilitationAlignmentGovernance |