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| Criterion |  Operations Standard Work Analysis |  Facilitation Stakeholder Salience Model |  Delivery RAID Log |  Facilitation Power Interest Grid |
|---|---|---|---|---|
Purposedifferent | When the same task is done differently depending on the person, the method exposes the reliable core. It creates comparability without unnecessarily choking off needed latitude. | When stakeholders appear to matter very differently, the Stakeholder Salience Model rates their actual priority through power, legitimacy, and urgency. It turns individual contributions into a visible selection. The result is captured as a Salience diagram and a class-based strategy. | Helps clarify scope, sequence, and delivery flow in concrete terms. It makes work, boundaries, and order steerable. The result is captured as a RAID Log and a source for status reporting. | When many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 1-3 h | 60-90 min | 30 min Setup, dann laufend | 30-60 min |
Participantsdifferent | 2-6 | 3-6 | 1-3 maintaining, briefing for everyone | 2-8 |
Formatdifferent | Workshop | Workshop | Async | Workshop |
Outputdifferent | Standard Work Sheet, Deviation List, Improved Standard, Training Needs | Salience Diagram, Strategy per Class | RAID Log, Status Report Source | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | LeanProcessQuality | StakeholdersFacilitationAlignmentGovernance | RiskTrackingStakeholdersGovernance | StakeholdersFacilitationAlignmentPlanning |