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| Criterion |  Agile Planning Poker |  Facilitation Power Interest Grid |  Facilitation Expectation Mapping |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
Purposedifferent | When estimates within the team diverge too much, it puts differing expectations on a common test bench. It separates rough complexity from unspoken assumptions. | 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. | When roles, interfaces, or projects fail because of differing expectations, Expectation Mapping surfaces these differences. It shows what each side takes for granted and where the pictures diverge. | 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 | Low | Low | Medium |
Timedifferent | 2-5 min je Item | 30-60 min | 45-90 min | 60-90 min |
Participantsdifferent | 3-9 | 2-8 | 3-12 | 3-6 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Relative Estimates, Assumption Notes, Split Candidates | Power Interest Grid, Strategy per Stakeholder | Expectation Map, Alignment Notes, Agreements | Salience Diagram, Strategy per Class |
Tagsno overlap | EstimationAgileRelative sizingTeam | StakeholdersFacilitationAlignmentPlanning | AlignmentStakeholdersTeam | StakeholdersFacilitationAlignmentGovernance |