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| Criterion |  Operations Visual Management |  Facilitation Alignment Mapping |  Agile ROAM Board |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
Purposedifferent | With high tempo and many parallel topics, the method makes status, deviations, and priorities visible at a glance. It reduces search effort and prevents what matters from getting lost in daily work. | 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 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 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 | Low | Medium | Low | Medium |
Timedifferent | Ongoing | 1-2 h | 20-40 min initial, dann laufend | 60-90 min |
Participantsdifferent | 1-20 | 4-12 | 3-15 | 3-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Alignment Map, Open Issues, Decision Questions | ROAM Board, Owner List | Salience Diagram, Strategy per Class |
Tagsno overlap | SignalsOperationsVisual management | AlignmentStakeholdersStrategyFacilitation | RiskAgileTrackingAlignment | StakeholdersFacilitationAlignmentGovernance |