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| Criterion |  Team Design Team API |  Operations Getting Things Done |  Facilitation Stakeholder Mapping |  Delivery Communication Plan |
|---|---|---|---|---|
Purposedifferent | When expectations between teams stay fuzzy, it describes how a team can be reached, used, and held accountable. It clarifies responsibility, interaction, and load between teams. The result is captured as a Team API document. | With many open commitments and ideas in daily life, a reliable external storage system emerges. The method relieves the mind so priority and context don't have to compete in memory. | 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. | When many people need to be informed in parallel and messages would otherwise arrive unevenly or too late, a Communication Plan orders communication reliably. Channels, audiences, and cadences interlock so important information doesn't get lost. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | Half day initial, dann laufend | 1-2 h Setup, laufend | 60–90 min | 45-90 min |
Participantsdifferent | Ein Team plus Stakeholder | 1 | 2-8 | 2-6 |
Formatdifferent | Workshop + async | Async | Workshop + async | Workshop + async |
Outputdifferent | Team API Document | Action Lists, Project List, Review Routine | Stakeholder Map, Engagement Plan, Risk Notes | Communication Plan, Channel Matrix, Message Cadence |
Tagsno overlap | TeamAlignmentCommunicationService | ProductivityPlanningTasksExecution | StakeholdersAlignmentFacilitationChange | CommunicationStakeholdersDeliveryPlanning |