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| Criterion |  Business Strategy Balanced Scorecard |  Facilitation Dot Estimation |  Decision Making PERT Estimation |  Product Strategy KPI Tree |
|---|---|---|---|---|
Purposedifferent | Balanced Scorecard translates strategy into a few interconnected perspectives and metrics. It holds impact, steering, and learning together in daily work instead of narrowing strategy down to financial figures. | When size or effort can only be estimated roughly, Dot Estimation condenses the group's experience into a quick range. It turns individual contributions into a visible selection. The result is captured as an Effort Heatmap, Risk Signals, and Discussion Targets. | On complex initiatives, a plain average tends to understate just how uncertain the outcome really is. It separates options, evaluation criteria, and open risks. The result is captured as a PERT Estimate, Expected Value, and Risk Notes. | When metrics across the organization drift apart, it arranges drivers and effects under one shared logic. It connects customer value, product logic, and decision priorities. The result is captured as a KPI tree and owner list. |
Complexitydifferent | High | Low | Medium | Medium |
Timedifferent | Halber Tag bis mehrere Wochen | 5-20 min | 15-45 min | 90-180 min initial, dann laufend |
Participantsdifferent | 4-12 | 3-20 | 1-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Balanced Scorecard, Strategic Measures, Initiative Map | Effort Heatmap, Risk Signals, Discussion Targets | PERT Estimate, Expected Value, Risk Notes | KPI Tree, Owner List |
Tagsno overlap | StrategyMetricsExecution | EstimationEffortRisk | EstimationUncertaintyRisk | MetricsStrategyAlignmentMeasurement |