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| Criterion |  Engineering Kanban |  Facilitation Alignment Mapping |  Agile ROAM Board |  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. | 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 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 | 20-40 min initial, dann laufend | 60–90 min |
Participantsdifferent | 2-12 | 4-12 | 3-15 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Alignment Map, Open Issues, Decision Questions | ROAM Board, Owner List | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | FlowVisual managementDelivery | AlignmentStakeholdersStrategyFacilitation | RiskAgileTrackingAlignment | StakeholdersAlignmentFacilitationChange |