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| Criterion |  Operations Bottleneck Analysis |  Team Design Team Topologies Interaction Modes |  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 several teams collaborate repeatedly, it describes the right interaction mode for each interface between them. It clarifies responsibility, interaction, and load between teams. The result is captured as an interaction heat map and pairwise agreements. | 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 | Half day | 1-2 h | 90-180 min initial, dann laufend |
Participantsdifferent | 3-8 | Team-Leads plus Architecture | 4-12 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Interaction Heat Map, Agreements per Pair | Alignment Map, Open Issues, Decision Questions | KPI Tree, Owner List |
Tagsno overlap | FlowMeasurementConstraints | TeamAlignmentCollaborationOrganization | AlignmentStakeholdersStrategyFacilitation | MetricsStrategyAlignmentMeasurement |