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| Criterion |  Agile ROAM Board |  Operations Change Analysis |  Operations Fault Tree Analysis |  Business Strategy McKinsey 7S |
|---|---|---|---|---|
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. | For a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. | For a critical top event with several possible triggers, the method logically models failure paths. It makes visible which combinations of conditions can lead to damage. | McKinsey 7S checks whether Strategy, Structure, Systems, Shared Values, Skills, Style, and Staff fit together. Organizational misalignments become visible across multiple levers as a result. |
Complexitydifferent | Low | Medium | High | Medium |
Timedifferent | 20-40 min initial, dann laufend | 45-120 min | 2-6 h | 2-4 h |
Participantsdifferent | 3-15 | 2-6 | 3-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | ROAM Board, Owner List | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Fault Tree, Critical Paths, Cause Hypotheses, Control Actions | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | RiskAgileTrackingAlignment | ChangeRoot causeTroubleshootingComparison | RiskRoot causeSafety | OrganizationStrategyAlignmentChange |