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| Criterion |  Decision Making Delphi Method |  Operations Bottleneck Analysis |  Facilitation Stakeholder Salience Model |  Product Strategy KPI Tree |
|---|---|---|---|---|
Purposedifferent | When knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. | 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. |
Complexitydifferent | High | Medium | Medium | Medium |
Timedifferent | 1-4 Wochen | 1-3 h | 60-90 min | 90-180 min initial, dann laufend |
Participantsdifferent | 6-30 Experten | 3-8 | 3-6 | 3-8 |
Formatdifferent | Async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Expert Forecast, Consensus Range, Assumption Notes | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Salience Diagram, Strategy per Class | KPI Tree, Owner List |
Tagsno overlap | ForecastingExpertsDecisionStrategy | FlowMeasurementConstraints | StakeholdersFacilitationAlignmentGovernance | MetricsStrategyAlignmentMeasurement |