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| Criterion |  Team Design Team API |  Facilitation Stakeholder Salience Model |  Agile ROAM Board |  Facilitation Power Interest Grid |
|---|---|---|---|---|
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 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 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. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | Half day initial, dann laufend | 60-90 min | 20-40 min initial, dann laufend | 30-60 min |
Participantsdifferent | Ein Team plus Stakeholder | 3-6 | 3-15 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Team API Document | Salience Diagram, Strategy per Class | ROAM Board, Owner List | Power Interest Grid, Strategy per Stakeholder |
Tags1 shared | TeamAlignmentCommunicationService | StakeholdersFacilitationAlignmentGovernance | RiskAgileTrackingAlignment | StakeholdersFacilitationAlignmentPlanning |