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