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| Criterion |  Operations Bottleneck Analysis |  Facilitation Team Charter |  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. | When a team is starting fresh or working past each other, Team Charter clarifies the shared working basis. It visibly sets out how collaboration, decision paths, and mutual conduct should work day to day. | 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. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 1-3 h | 2-4 h | 1-2 h | 90-180 min initial, dann laufend |
Participantsdifferent | 3-8 | 3-12 | 4-12 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Team Charter, Working Norms, Role Notes | Alignment Map, Open Issues, Decision Questions | KPI Tree, Owner List |
Tagsno overlap | FlowMeasurementConstraints | TeamAlignmentCollaboration | AlignmentStakeholdersStrategyFacilitation | MetricsStrategyAlignmentMeasurement |