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| Criterion |  Business Strategy Balanced Scorecard |  Agile NoEstimates |  Product Strategy KPI Tree |  Facilitation Alignment Mapping |
|---|---|---|---|---|
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 estimating slows a team down more than it helps, it shifts the focus to flow, small slices, and real lead time. It sorts work by value, risk, and delivery ability. The result is captured as Throughput Data, Flow Forecast, and Slicing Rules. | 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. | 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. |
Complexitydifferent | High | Medium | Medium | Medium |
Timedifferent | Halber Tag bis mehrere Wochen | laufend | 90-180 min initial, dann laufend | 1-2 h |
Participantsdifferent | 4-12 | 2-12 | 3-8 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Balanced Scorecard, Strategic Measures, Initiative Map | Throughput Data, Flow Forecast, Slicing Rules | KPI Tree, Owner List | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | StrategyMetricsExecution | EstimationForecastingFlow | MetricsStrategyAlignmentMeasurement | AlignmentStakeholdersStrategyFacilitation |