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Selected:Strategic, Tactical and Operational PlanningROAM BoardAlignment MappingStakeholder Salience Model
| Criterion |  Business Strategy Strategic, Tactical and Operational Planning |  Agile ROAM Board |  Facilitation Alignment Mapping |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
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 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. | 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. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | 90-180 min | 20-40 min initial, dann laufend | 1-2 h | 60-90 min |
Participantsdifferent | 4-12 | 3-15 | 4-12 | 3-6 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Planning Levels Map, Cadence Model, Planning Artifact Inventory | ROAM Board, Owner List | Alignment Map, Open Issues, Decision Questions | Salience Diagram, Strategy per Class |
Tagsno overlap | CadenceGovernanceExecution | RiskAgileTrackingAlignment | AlignmentStakeholdersStrategyFacilitation | StakeholdersFacilitationAlignmentGovernance |