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| Criterion |  Engineering Kanban |  Architecture C4 Model |  Facilitation Power Interest Grid |  Facilitation Alignment 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. | The C4 Model makes a system legible across several resolution levels, from context down to code. It suits situations where different audiences need to understand the same architecture from different altitudes. | 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. | 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. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | Ongoing | 1-4 h | 30-60 min | 1-2 h |
Participantsdifferent | 2-12 | 1-5 | 2-8 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Context Diagram, Container Diagram, Component Diagram | Power Interest Grid, Strategy per Stakeholder | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | FlowVisual managementDelivery | ArchitectureCommunicationVisualization | StakeholdersFacilitationAlignmentPlanning | AlignmentStakeholdersStrategyFacilitation |