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| Criterion |  Agile Ideal Days |  Facilitation Alignment Mapping |  Agile ROAM Board |  Facilitation Stakeholder Mapping |
|---|---|---|---|---|
Purposedifferent | When effort needs to be thought of as real working time, it offers a simple common denominator for comparison. It sorts work by value, risk, and delivery ability. The result is captured as Ideal Day Estimates, Assumption Notes, and Capacity Caveats. | 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 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 | Low | Medium | Low | Low |
Timedifferent | 15-60 min | 1-2 h | 20-40 min initial, dann laufend | 60–90 min |
Participantsdifferent | 2-9 | 4-12 | 3-15 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Alignment Map, Open Issues, Decision Questions | ROAM Board, Owner List | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | EstimationEffortAgile | AlignmentStakeholdersStrategyFacilitation | RiskAgileTrackingAlignment | StakeholdersAlignmentFacilitationChange |