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Selected:Strategic, Tactical and Operational PlanningStakeholder Salience ModelROAM BoardStakeholder Mapping
| Criterion |  Business Strategy Strategic, Tactical and Operational Planning |  Facilitation Stakeholder Salience Model |  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 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. | 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 | Medium | Low | Low |
Timedifferent | 90-180 min | 60-90 min | 20-40 min initial, dann laufend | 60–90 min |
Participantsdifferent | 4-12 | 3-6 | 3-15 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Planning Levels Map, Cadence Model, Planning Artifact Inventory | Salience Diagram, Strategy per Class | ROAM Board, Owner List | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | CadenceGovernanceExecution | StakeholdersFacilitationAlignmentGovernance | RiskAgileTrackingAlignment | StakeholdersAlignmentFacilitationChange |