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| Criterion |  Product Strategy Impact Mapping |  Agile ROAM Board |  Facilitation Stakeholder Salience Model |
|---|---|---|---|
Purposedifferent | When a goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. | 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 | Medium | Low | Medium |
Timedifferent | 45-90 min | 20-40 min initial, dann laufend | 60-90 min |
Participantsdifferent | 3-8 | 3-15 | 3-6 |
Formatdifferent | Workshop | Workshop + async | Workshop |
Outputdifferent | Impact Map, Outcome Hypotheses, Delivery Options | ROAM Board, Owner List | Salience Diagram, Strategy per Class |
Tagsno overlap | OutcomesStrategyBehaviorPlanning | RiskAgileTrackingAlignment | StakeholdersFacilitationAlignmentGovernance |
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