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| Criterion |  Engineering Kanban |  Facilitation Alignment Mapping |  Delivery RAID Log |  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. | 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 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 | Low | Low |
Timedifferent | Ongoing | 1-2 h | 30 min Setup, dann laufend | 60–90 min |
Participantsdifferent | 2-12 | 4-12 | 1-3 maintaining, briefing for everyone | 2-8 |
Formatdifferent | Workshop + async | Workshop | Async | Workshop + async |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Alignment Map, Open Issues, Decision Questions | RAID Log, Status Report Source | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | FlowVisual managementDelivery | AlignmentStakeholdersStrategyFacilitation | RiskTrackingStakeholdersGovernance | StakeholdersAlignmentFacilitationChange |