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Selected:Strategic, Tactical and Operational PlanningPower Interest GridROAM BoardStakeholder Mapping
| Criterion |  Business Strategy Strategic, Tactical and Operational Planning |  Facilitation Power Interest Grid |  Agile ROAM Board |  Facilitation Stakeholder 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 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. |
Complexitydifferent | Medium | Low | Low | Low |
Timedifferent | 90-180 min | 30-60 min | 20-40 min initial, dann laufend | 60–90 min |
Participantsdifferent | 4-12 | 2-8 | 3-15 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Planning Levels Map, Cadence Model, Planning Artifact Inventory | Power Interest Grid, Strategy per Stakeholder | ROAM Board, Owner List | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | CadenceGovernanceExecution | StakeholdersFacilitationAlignmentPlanning | RiskAgileTrackingAlignment | StakeholdersAlignmentFacilitationChange |