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| Criterion |  Engineering Kanban |  Delivery Shape Up |  Facilitation Power Interest Grid |  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. | Shape Up helps clarify scope, sequence, and delivery flow. It makes work boundaries and decisions explicit and captures results as pitches, bet-table decisions, and hill charts. | 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 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 | 6 Wochen Cycle + 2 Wochen Cool-Down | 30-60 min | 60–90 min |
Participantsdifferent | 2-12 | 2-4 pro Pitch | 2-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Pitches, Bet-table decisions, Hill charts, Cooldown outcomes | Power Interest Grid, Strategy per Stakeholder | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | FlowVisual managementDelivery | PlanningDeliveryAutonomy | StakeholdersFacilitationAlignmentPlanning | StakeholdersAlignmentFacilitationChange |