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| Criterion |  Engineering Kanban |  Facilitation Alignment Mapping |  Business Strategy Business Model Stress Test |  Facilitation Stakeholder Mapping |
|---|---|---|---|---|
Purposedifferent | When work sits in too many parallel streams, throughput suffers and no one sees the bottlenecks. Kanban makes the flow of work visible and limits overload so a system becomes calmer and more predictable. | 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. | A Business Model Stress Test checks how well a business model holds up under pressure and headwinds. It compares strengths, risks, market logic, and courses of action. The result is captured as a stress-test report and action plan per scenario. | 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 | Medium | High | Low |
Timedifferent | Ongoing | 1-2 h | Half day | 60–90 min |
Participantsdifferent | 2-12 | 4-12 | 3-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Alignment Map, Open Issues, Decision Questions | Stress Test Report, Action Plan per Scenario | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | FlowVisual managementDelivery | AlignmentStakeholdersStrategyFacilitation | StrategyBusiness modelRiskDiagnosis | StakeholdersAlignmentFacilitationChange |