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| Criterion |  Business Strategy Strategic, Tactical and Operational Planning |  Facilitation Power Interest Grid |  Agile ROAM Board |  Facilitation Alignment Mapping |
|---|---|---|---|---|
Purposedifferent | 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 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. | 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. | 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 | Medium | Low | Low | Medium |
Timedifferent | 90-180 min | 30-60 min | 20-40 min initial, dann laufend | 1-2 h |
Participantsdifferent | 4-12 | 2-8 | 3-15 | 4-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Planning Levels Map, Cadence Model, Planning Artifact Inventory | Power Interest Grid, Strategy per Stakeholder | ROAM Board, Owner List | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | CadenceGovernanceExecution | StakeholdersFacilitationAlignmentPlanning | RiskAgileTrackingAlignment | AlignmentStakeholdersStrategyFacilitation |