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| Criterion |  Business Strategy Balanced Scorecard |  Product Strategy KPI Tree |  Decision Making Assumption Surfacing |  Engineering Goal Question Metric |
|---|---|---|---|---|
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 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. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. | Helps clarify technical problems, hypotheses, and next steps in concrete terms. It breaks a technical problem into testable parts. The result is captured as a GQM table and metric briefs. |
Complexitydifferent | High | Medium | Low | Medium |
Timedifferent | Halber Tag bis mehrere Wochen | 90-180 min initial, dann laufend | 45-90 min | 90-180 min |
Participantsdifferent | 4-12 | 3-8 | 2-8 | 3-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Balanced Scorecard, Strategic Measures, Initiative Map | KPI Tree, Owner List | Assumption List, Critical Assumptions, Learning Plan | GQM Table, Metric Profiles |
Tagsno overlap | StrategyMetricsExecution | MetricsStrategyAlignmentMeasurement | AssumptionsRiskDecisionDiscovery | MetricsMeasurementEngineeringAlignment |