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| Criterion |  Agile Ideal Days |  Delivery RAID Log |  Agile ROAM Board |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
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. | Helps clarify scope, sequence, and delivery flow in concrete terms. It makes work, boundaries, and order steerable. The result is captured as a RAID Log and a source for status reporting. | 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 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. |
Complexitydifferent | Low | Low | Low | Medium |
Timedifferent | 15-60 min | 30 min Setup, dann laufend | 20-40 min initial, dann laufend | 60-90 min |
Participantsdifferent | 2-9 | 1-3 maintaining, briefing for everyone | 3-15 | 3-6 |
Formatdifferent | Workshop + async | Async | Workshop + async | Workshop |
Outputdifferent | Ideal Day Estimates, Assumption Notes, Capacity Caveats | RAID Log, Status Report Source | ROAM Board, Owner List | Salience Diagram, Strategy per Class |
Tagsno overlap | EstimationEffortAgile | RiskTrackingStakeholdersGovernance | RiskAgileTrackingAlignment | StakeholdersFacilitationAlignmentGovernance |