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| Criterion |  Operations Bottleneck Analysis |  Decision Making Assumption Surfacing |  Facilitation Alignment Mapping |  Product Strategy KPI Tree |
|---|---|---|---|---|
Purposedifferent | For a flow that backs up at one point, the method looks for the capacity limit with the greatest leverage. It explains why extra effort elsewhere barely improves throughput. | 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. | 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. | 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 | Medium | Low | Medium | Medium |
Timedifferent | 1-3 h | 45-90 min | 1-2 h | 90-180 min initial, dann laufend |
Participantsdifferent | 3-8 | 2-8 | 4-12 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Assumption List, Critical Assumptions, Learning Plan | Alignment Map, Open Issues, Decision Questions | KPI Tree, Owner List |
Tagsno overlap | FlowMeasurementConstraints | AssumptionsRiskDecisionDiscovery | AlignmentStakeholdersStrategyFacilitation | MetricsStrategyAlignmentMeasurement |