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| Criterion |  Engineering Kanban |  Delivery RAID Log |  Facilitation Stakeholder Salience Model |  Agile ROAM Board |
|---|---|---|---|---|
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 stakeholders appear to matter very differently, the Stakeholder Salience Model rates their actual priority through power, legitimacy, and urgency. It turns individual contributions into a visible selection. The result is captured as a Salience diagram and a class-based strategy. | 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. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | Ongoing | 30 min Setup, dann laufend | 60-90 min | 20-40 min initial, dann laufend |
Participantsdifferent | 2-12 | 1-3 maintaining, briefing for everyone | 3-6 | 3-15 |
Formatdifferent | Workshop + async | Async | Workshop | Workshop + async |
Outputdifferent | Kanban board, WIP policies, Flow metrics | RAID Log, Status Report Source | Salience Diagram, Strategy per Class | ROAM Board, Owner List |
Tagsno overlap | FlowVisual managementDelivery | RiskTrackingStakeholdersGovernance | StakeholdersFacilitationAlignmentGovernance | RiskAgileTrackingAlignment |