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| Criterion |  Agile ROAM Board |  Business Strategy Balanced Scorecard |  Facilitation Alignment Mapping |  Facilitation Stakeholder 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. | Balanced Scorecard translates strategy into a few interconnected perspectives and metrics. It holds impact, steering, and learning together in daily work instead of narrowing strategy down to financial figures. | 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. | 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. |
Complexitydifferent | Low | High | Medium | Low |
Timedifferent | 20-40 min initial, dann laufend | Halber Tag bis mehrere Wochen | 1-2 h | 60–90 min |
Participantsdifferent | 3-15 | 4-12 | 4-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | ROAM Board, Owner List | Balanced Scorecard, Strategic Measures, Initiative Map | Alignment Map, Open Issues, Decision Questions | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | RiskAgileTrackingAlignment | StrategyMetricsExecution | AlignmentStakeholdersStrategyFacilitation | StakeholdersAlignmentFacilitationChange |