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| Criterion |  Decision Making Constraint Analysis |  Product Strategy KPI Tree |  Decision Making Pre-Mortem |  Product Strategy SMART Goals |
|---|---|---|---|---|
Purposedifferent | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | 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. | In early initiatives with many uncertainties, planning quickly turns too optimistic. A pre-mortem makes the expected failure visible in advance and sharpens the view of causes, gaps, and countermeasures. | When goals are formulated too generally, it brings measurability, direction, and timing into shape. It prevents intentions from staying without clear verification. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | 30-90 min | 90-180 min initial, dann laufend | 20–45 min | 15-30 min |
Participantsdifferent | 2-8 | 3-8 | Small cross-functional group | 1-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | KPI Tree, Owner List | Risk list, Mitigation plan, Assumption log | SMART Goal, Measurement Note, Deadline |
Tagsno overlap | ConstraintsDecisionPlanningOptions | MetricsStrategyAlignmentMeasurement | RiskDecisionFailurePlanning | GoalsPlanningMeasurementAlignment |