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| Criterion |  Operations Getting Things Done |  Delivery Communication Plan |  Facilitation Alignment Mapping |  Facilitation Stakeholder Mapping |
|---|---|---|---|---|
Purposedifferent | With many open commitments and ideas in daily life, a reliable external storage system emerges. The method relieves the mind so priority and context don't have to compete in memory. | When many people need to be informed in parallel and messages would otherwise arrive unevenly or too late, a Communication Plan orders communication reliably. Channels, audiences, and cadences interlock so important information doesn't get lost. | 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 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. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 1-2 h Setup, laufend | 45-90 min | 1-2 h | 60–90 min |
Participantsdifferent | 1 | 2-6 | 4-12 | 2-8 |
Formatdifferent | Async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Action Lists, Project List, Review Routine | Communication Plan, Channel Matrix, Message Cadence | Alignment Map, Open Issues, Decision Questions | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | ProductivityPlanningTasksExecution | CommunicationStakeholdersDeliveryPlanning | AlignmentStakeholdersStrategyFacilitation | StakeholdersAlignmentFacilitationChange |