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| Criterion |  Agile WSJF |  Product Discovery Kano Model |  Facilitation Stakeholder Mapping |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
Purposedifferent | When many tasks compete for the same capacity, it orders work by economic impact. It makes time lost, benefit, and effort comparable together. | When features need to be distinguished by their effect on satisfaction, it makes expectations and surprises comparable. It separates basic needs, performance contribution, and delight. | When an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. | 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 | High | Medium | Low | Medium |
Timedifferent | 45-90 min | 1-2 Tage | 60–90 min | 60-90 min |
Participantsdifferent | 3-10 | 10-50 | 2-8 | 3-6 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Ranked Backlog, Cost-of-Delay Assumptions | Kano Matrix, Feature Classes, Priority Themes | Stakeholder Map, Engagement Plan, Risk Notes | Salience Diagram, Strategy per Class |
Tagsno overlap | LeanEconomicsSequencePrioritization | SatisfactionPrioritizationCustomer | StakeholdersAlignmentFacilitationChange | StakeholdersFacilitationAlignmentGovernance |