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| Criterion |  Agile ROAM Board |  Business Strategy Strategy Execution Loop |  Business Strategy Strategic, Tactical and Operational Planning |  Agile Scrum |
|---|---|---|---|---|
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. | 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. | 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. |
Complexitydifferent | Low | High | Medium | Medium |
Timedifferent | 20-40 min initial, dann laufend | Initial 3-6 h, then monthly or quarterly reviews | 90-180 min | 1-4 Wochen je Sprint, laufend |
Participantsdifferent | 3-15 | 5-12 | 4-12 | 3-10 (Scrum Team) |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | ROAM Board, Owner List | Execution Loop, Review Cadence, Strategic Learning Log | Planning Levels Map, Cadence Model, Planning Artifact Inventory | Product Backlog, Sprint Backlog, Increment, Sprint Goal |
Tagsno overlap | RiskAgileTrackingAlignment | ExecutionCadenceLearningGovernance | CadenceGovernanceExecution | AgileIterationCadence |