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| Criterion |  Team Design Team API |  Facilitation Power Interest Grid |  Operations ALPEN Method |  Facilitation Stakeholder Mapping |
|---|---|---|---|---|
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. | 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. | With an overloaded day full of too many tasks, a realistic picture of the day emerges. The method connects estimating, deciding, and buffer thinking so planning fits available energy and time. | 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. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | Half day initial, dann laufend | 30-60 min | 10-20 min daily | 60–90 min |
Participantsdifferent | Ein Team plus Stakeholder | 2-8 | 1 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Async | Workshop + async |
Outputdifferent | Team API Document | Power Interest Grid, Strategy per Stakeholder | Daily Plan, Time Estimates, Review Notes | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | TeamAlignmentCommunicationService | StakeholdersFacilitationAlignmentPlanning | PlanningTime managementProductivityOperations | StakeholdersAlignmentFacilitationChange |