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| Criterion |  Delivery MoSCoW |  Facilitation Alignment Mapping |  Product Strategy Product Vision Board |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
Purposedifferent | When a release carries too many demands and priorities are only ever negotiated, MoSCoW creates clear boundaries for the next cut. Must, Should, Could, and Won't make commitment, room for maneuver, and trade-off logic visible to everyone involved. | 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. | When a product needs a shared direction, it connects target audience, benefit, and business picture in a clear vision. It makes the envisioned future legible for the team. | 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. |
Complexitydifferent | Low | Medium | Low | Medium |
Timedifferent | 30-90 min | 1-2 h | 1-2 h | 60-90 min |
Participantsdifferent | 3-12 | 4-12 | 2-8 | 3-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Prioritized Backlog, Release Scope, Tradeoff Notes | Alignment Map, Open Issues, Decision Questions | Product Vision Board, Vision Statement, Assumptions and Validation Questions | Salience Diagram, Strategy per Class |
Tagsno overlap | PrioritizationScopeDecision | AlignmentStakeholdersStrategyFacilitation | VisionCanvasStrategyAlignment | StakeholdersFacilitationAlignmentGovernance |