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| Criterion |  Agile NoEstimates |  Decision Making Wideband Delphi |  Facilitation Stakeholder Mapping |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
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. | A single opinion rarely holds up for planning when the future is genuinely uncertain. It separates options, evaluation criteria, and open risks. The result is captured as an Estimate Range, Assumption Log, and Expert Consensus Notes. | 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. | 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 | Medium | High | Low | Medium |
Timedifferent | laufend | 1-4 h or multiple rounds | 60–90 min | 60-90 min |
Participantsdifferent | 2-12 | 4-12 Experten | 2-8 | 3-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Throughput Data, Flow Forecast, Slicing Rules | Estimate Range, Assumption Log, Expert Consensus Notes | Stakeholder Map, Engagement Plan, Risk Notes | Salience Diagram, Strategy per Class |
Tagsno overlap | EstimationForecastingFlow | EstimationExpertsForecasting | StakeholdersAlignmentFacilitationChange | StakeholdersFacilitationAlignmentGovernance |