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| Criterion |  Agile NoEstimates |  Operations Change Analysis |  Facilitation Stakeholder Salience Model |  Facilitation Power Interest Grid |
|---|---|---|---|---|
Purposedifferent | When estimating slows a team down more than it helps, it shifts the focus to flow, small slices, and real lead time. It sorts work by value, risk, and delivery ability. The result is captured as Throughput Data, Flow Forecast, and Slicing Rules. | For a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. | 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 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 | Medium | Medium | Low |
Timedifferent | laufend | 45-120 min | 60-90 min | 30-60 min |
Participantsdifferent | 2-12 | 2-6 | 3-6 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Throughput Data, Flow Forecast, Slicing Rules | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Salience Diagram, Strategy per Class | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | EstimationForecastingFlow | ChangeRoot causeTroubleshootingComparison | StakeholdersFacilitationAlignmentGovernance | StakeholdersFacilitationAlignmentPlanning |