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| Criterion |  Delivery MoSCoW |  Facilitation Stakeholder Salience Model |  Facilitation Alignment Mapping |  Decision Making Decision Rights Mapping |
|---|---|---|---|---|
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 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 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. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. |
Complexitydifferent | Low | Medium | Medium | Medium |
Timedifferent | 30-90 min | 60-90 min | 1-2 h | 90-180 min |
Participantsdifferent | 3-12 | 3-6 | 4-12 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Prioritized Backlog, Release Scope, Tradeoff Notes | Salience Diagram, Strategy per Class | Alignment Map, Open Issues, Decision Questions | Decision Rights Matrix, Agreement |
Tagsno overlap | PrioritizationScopeDecision | StakeholdersFacilitationAlignmentGovernance | AlignmentStakeholdersStrategyFacilitation | DecisionGovernanceAlignmentResponsibility |