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| Criterion |  Decision Making Decision Rights Mapping |  Innovation Lean Startup |  Engineering Goal Question Metric |  Product Strategy KPI Tree |
|---|---|---|---|---|
Purposedifferent | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. | For uncertain business assumptions, the method forces the idea into contact with real market reactions early. It separates wishful picture, assumption, and observable behavior, so that learning becomes faster than planning. This translates uncertainty into measurable insight. | 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. | 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 | 90-180 min | Wochen bis Monate je Lernzyklus | 90-180 min | 90-180 min initial, dann laufend |
Participantsdifferent | 4-12 | 2-8 | 3-6 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Decision Rights Matrix, Agreement | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | GQM Table, Metric Profiles | KPI Tree, Owner List |
Tagsno overlap | DecisionGovernanceAlignmentResponsibility | LeanStartupValidationMVP | MetricsMeasurementEngineeringAlignment | MetricsStrategyAlignmentMeasurement |