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| Criterion |  Agile Ideal Days |  Facilitation Expectation Mapping |  Delivery Communication Plan |  Facilitation Power Interest Grid |
|---|---|---|---|---|
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 roles, interfaces, or projects fail because of differing expectations, Expectation Mapping surfaces these differences. It shows what each side takes for granted and where the pictures diverge. | 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 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. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 15-60 min | 45-90 min | 45-90 min | 30-60 min |
Participantsdifferent | 2-9 | 3-12 | 2-6 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Expectation Map, Alignment Notes, Agreements | Communication Plan, Channel Matrix, Message Cadence | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | EstimationEffortAgile | AlignmentStakeholdersTeam | CommunicationStakeholdersDeliveryPlanning | StakeholdersFacilitationAlignmentPlanning |