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| Criterion |  Operations Bottleneck Analysis |  Facilitation Stakeholder Mapping |  Product Strategy KPI Tree |  Facilitation Alignment Mapping |
|---|---|---|---|---|
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. | 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. | 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 | Medium | Low | Medium | Medium |
Timedifferent | 1-3 h | 60–90 min | 90-180 min initial, dann laufend | 1-2 h |
Participantsdifferent | 3-8 | 2-8 | 3-8 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Stakeholder Map, Engagement Plan, Risk Notes | KPI Tree, Owner List | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | FlowMeasurementConstraints | StakeholdersAlignmentFacilitationChange | MetricsStrategyAlignmentMeasurement | AlignmentStakeholdersStrategyFacilitation |