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| Criterion |  Business Strategy Balanced Scorecard |  Facilitation Stakeholder Mapping |  Engineering Goal Question Metric |  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 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. | 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. | 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 | 60–90 min | 90-180 min | 90-180 min initial, dann laufend |
Participantsdifferent | 4-12 | 2-8 | 3-6 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Balanced Scorecard, Strategic Measures, Initiative Map | Stakeholder Map, Engagement Plan, Risk Notes | GQM Table, Metric Profiles | KPI Tree, Owner List |
Tagsno overlap | StrategyMetricsExecution | StakeholdersAlignmentFacilitationChange | MetricsMeasurementEngineeringAlignment | MetricsStrategyAlignmentMeasurement |