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| Criterion |  Delivery Value Stream Mapping |  Business Strategy GAP Analysis |  Facilitation Alignment Mapping |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
Purposedifferent | When delivery work dissolves into wait times, handoffs, and hidden effort, Value Stream Mapping makes the actual flow visible. The method exposes bottlenecks, idle time, and feedback loops so lead time and improvement levers become tangible. | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are missing. | 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. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 1-3 h | 1-3 h | 1-2 h | 60-90 min |
Participantsdifferent | 4-10 | 2-8 | 4-12 | 3-6 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | Gap Matrix, Action Plan, Risk Notes | Alignment Map, Open Issues, Decision Questions | Salience Diagram, Strategy per Class |
Tagsno overlap | LeanFlowWasteDelivery | StrategyAnalysisPlanning | AlignmentStakeholdersStrategyFacilitation | StakeholdersFacilitationAlignmentGovernance |