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| Criterion |  Decision Making Radar |  Facilitation Stakeholder Salience Model |  Agile ROAM Board |  Facilitation Power Interest Grid |
|---|---|---|---|---|
Purposedifferent | When capabilities, maturity levels, or market positions need to be compared across several dimensions, overview is easily lost. Radar brings different characteristics into a shared picture and shows patterns faster than tables do. | 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 work needs to move between different states or columns, it makes that movement and its handoffs legible. It sorts work by value, risk, and delivery ability. The result is captured as a ROAM Board and an Owner List. | 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 | Low | Low |
Timedifferent | 1-2 h | 60-90 min | 20-40 min initial, dann laufend | 30-60 min |
Participantsdifferent | 2-10 | 3-6 | 3-15 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Radar Map, Capability Scores, Action Areas | Salience Diagram, Strategy per Class | ROAM Board, Owner List | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | AssessmentPortfolioCapability | StakeholdersFacilitationAlignmentGovernance | RiskAgileTrackingAlignment | StakeholdersFacilitationAlignmentPlanning |