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| Criterion |  Delivery Value Stream Mapping |  Facilitation Power Interest Grid |  Facilitation Stakeholder Salience Model |  Delivery Communication Plan |
|---|---|---|---|---|
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. | 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. | 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 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 | Medium | Low | Medium | Low |
Timedifferent | 1-3 h | 30-60 min | 60-90 min | 45-90 min |
Participantsdifferent | 4-10 | 2-8 | 3-6 | 2-6 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | Power Interest Grid, Strategy per Stakeholder | Salience Diagram, Strategy per Class | Communication Plan, Channel Matrix, Message Cadence |
Tagsno overlap | LeanFlowWasteDelivery | StakeholdersFacilitationAlignmentPlanning | StakeholdersFacilitationAlignmentGovernance | CommunicationStakeholdersDeliveryPlanning |