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| Criterion |  Engineering Kanban |  Facilitation Alignment Mapping |  Business Strategy Value Chain Analysis |  Facilitation Power Interest Grid |
|---|---|---|---|---|
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. | Value Chain Analysis shows where value is created, costs accrue, and differentiation becomes possible along the process. It compares strengths, risks, market logic, and courses of action. The result is captured as a value-chain map and lever list. | When many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. |
Complexitydifferent | Medium | Medium | High | Low |
Timedifferent | Ongoing | 1-2 h | Half day | 30-60 min |
Participantsdifferent | 2-12 | 4-12 | 3-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Alignment Map, Open Issues, Decision Questions | Value Chain Map, Lever List | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | FlowVisual managementDelivery | AlignmentStakeholdersStrategyFacilitation | StrategyBusiness modelDiagnosisAnalysis | StakeholdersFacilitationAlignmentPlanning |