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| Criterion |  Business Strategy Balanced Scorecard |  Agile NoEstimates |  Delivery Monte Carlo Forecasting |  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 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. | Helps clarify scope, sequence, and delivery flow in concrete terms. It makes work, boundaries, and order steerable. The result is captured as Forecast Percentiles, Throughput Dataset, and Risk Communication. | 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 | Medium | High | Medium |
Timedifferent | Halber Tag bis mehrere Wochen | laufend | 30-90 min Setup, danach laufend | 90-180 min initial, dann laufend |
Participantsdifferent | 4-12 | 2-12 | 1-8 | 3-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Balanced Scorecard, Strategic Measures, Initiative Map | Throughput Data, Flow Forecast, Slicing Rules | Forecast Percentiles, Throughput Dataset, Risk Communication | KPI Tree, Owner List |
Tagsno overlap | StrategyMetricsExecution | EstimationForecastingFlow | ForecastingFlowDelivery | MetricsStrategyAlignmentMeasurement |