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| Criterion |  Agile ROAM Board |  Business Strategy Strategy Execution Loop |  Agile Scrum |  Business Strategy Strategic, Tactical and Operational Planning |
|---|---|---|---|---|
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. | The Strategy Execution Loop helps avoid treating strategy as a one-off document. It makes visible how strategic decisions are turned into objectives, initiatives, operational work, measurement, and learning. | When a team needs to work in a fixed delivery rhythm, it stabilizes cadence, responsibility, and feedback loops. It makes collaboration reliable across sprint boundaries. | It places decisions and artifacts at the right level. Strategic planning clarifies direction, tactical planning translates it into programs, and operational planning steers concrete processes. |
Complexitydifferent | Low | High | Medium | Medium |
Timedifferent | 20-40 min initial, dann laufend | Initial 3-6 h, then monthly or quarterly reviews | 1-4 Wochen je Sprint, laufend | 90-180 min |
Participantsdifferent | 3-15 | 5-12 | 3-10 (Scrum Team) | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | ROAM Board, Owner List | Execution Loop, Review Cadence, Strategic Learning Log | Product Backlog, Sprint Backlog, Increment, Sprint Goal | Planning Levels Map, Cadence Model, Planning Artifact Inventory |
Tagsno overlap | RiskAgileTrackingAlignment | ExecutionCadenceLearningGovernance | AgileIterationCadence | CadenceGovernanceExecution |