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| Criterion |  Agile ROAM Board |  Operations Kaizen Event |  Facilitation Stakeholder Mapping |  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. | For a tightly scoped process segment with noticeable waste, the method bundles shared energy for change. It suits situations that call for fast learning loops and visible adjustments. | 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. | 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 | Medium | Low | Medium |
Timedifferent | 20-40 min initial, dann laufend | 0.5-5 Tage | 60–90 min | 1-2 h |
Participantsdifferent | 3-15 | 4-10 | 2-8 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | ROAM Board, Owner List | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Stakeholder Map, Engagement Plan, Risk Notes | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | RiskAgileTrackingAlignment | LeanContinuous improvementOperations | StakeholdersAlignmentFacilitationChange | AlignmentStakeholdersStrategyFacilitation |