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| Criterion |  Operations Bottleneck Analysis |  Facilitation Stakeholder Salience Model |  Product Strategy KPI Tree |  Engineering Goal Question Metric |
|---|---|---|---|---|
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 stakeholders appear to matter very differently, the Stakeholder Salience Model rates their actual priority through power, legitimacy, and urgency. It turns individual contributions into a visible selection. The result is captured as a Salience diagram and a class-based strategy. | 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. | 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. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 1-3 h | 60-90 min | 90-180 min initial, dann laufend | 90-180 min |
Participantsdifferent | 3-8 | 3-6 | 3-8 | 3-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Salience Diagram, Strategy per Class | KPI Tree, Owner List | GQM Table, Metric Profiles |
Tagsno overlap | FlowMeasurementConstraints | StakeholdersFacilitationAlignmentGovernance | MetricsStrategyAlignmentMeasurement | MetricsMeasurementEngineeringAlignment |