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| Criterion |  Delivery Value Stream Mapping |  Delivery Monte Carlo Forecasting |  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. | Helps clarify scope, sequence, and delivery flow in concrete terms. It makes work, boundaries, and order steerable. The result is captured as Forecast Percentiles, Throughput Dataset, and Risk Communication. | 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. |
Complexitydifferent | Medium | High | Medium | Medium |
Timedifferent | 1-3 h | 30-90 min Setup, danach laufend | 1-2 h | 60-90 min |
Participantsdifferent | 4-10 | 1-8 | 4-12 | 3-6 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | Forecast Percentiles, Throughput Dataset, Risk Communication | Alignment Map, Open Issues, Decision Questions | Salience Diagram, Strategy per Class |
Tagsno overlap | LeanFlowWasteDelivery | ForecastingFlowDelivery | AlignmentStakeholdersStrategyFacilitation | StakeholdersFacilitationAlignmentGovernance |