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| Criterion |  Agile ROAM Board |  Decision Making Assumption Surfacing |  Business Strategy Value Chain Analysis |  Facilitation Alignment Mapping |
|---|---|---|---|---|
Purposedifferent | 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. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. | Value Chain Analysis shows where value is created, costs accrue, and differentiation becomes possible along the process. It compares strengths, risks, market logic, and courses of action. The result is captured as a value-chain map and lever list. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. |
Complexitydifferent | Low | Low | High | Medium |
Timedifferent | 20-40 min initial, dann laufend | 45-90 min | Half day | 1-2 h |
Participantsdifferent | 3-15 | 2-8 | 3-8 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | ROAM Board, Owner List | Assumption List, Critical Assumptions, Learning Plan | Value Chain Map, Lever List | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | RiskAgileTrackingAlignment | AssumptionsRiskDecisionDiscovery | StrategyBusiness modelDiagnosisAnalysis | AlignmentStakeholdersStrategyFacilitation |