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| Criterion |  Decision Making PERT Estimation |  Facilitation Stakeholder Salience Model |  Facilitation Power Interest Grid |  Delivery RAID Log |
|---|---|---|---|---|
Purposedifferent | On complex initiatives, a plain average tends to understate just how uncertain the outcome really is. It separates options, evaluation criteria, and open risks. The result is captured as a PERT Estimate, Expected Value, and Risk Notes. | 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. | Helps clarify scope, sequence, and delivery flow in concrete terms. It makes work, boundaries, and order steerable. The result is captured as a RAID Log and a source for status reporting. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 15-45 min | 60-90 min | 30-60 min | 30 min Setup, dann laufend |
Participantsdifferent | 1-8 | 3-6 | 2-8 | 1-3 maintaining, briefing for everyone |
Formatdifferent | Workshop + async | Workshop | Workshop | Async |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | Salience Diagram, Strategy per Class | Power Interest Grid, Strategy per Stakeholder | RAID Log, Status Report Source |
Tagsno overlap | EstimationUncertaintyRisk | StakeholdersFacilitationAlignmentGovernance | StakeholdersFacilitationAlignmentPlanning | RiskTrackingStakeholdersGovernance |