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| Criterion |  Operations Gemba Walk |  Product Strategy KPI Tree |  Facilitation Stakeholder Mapping |  Engineering Goal Question Metric |
|---|---|---|---|---|
Purposedifferent | When there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. | 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. | When an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. | 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. |
Complexitydifferent | Low | Medium | Low | Medium |
Timedifferent | 30-120 min | 90-180 min initial, dann laufend | 60–90 min | 90-180 min |
Participantsdifferent | 2-6 | 3-8 | 2-8 | 3-6 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Observation Notes, Improvement Ideas | KPI Tree, Owner List | Stakeholder Map, Engagement Plan, Risk Notes | GQM Table, Metric Profiles |
Tagsno overlap | LeanObservationProcessOperations | MetricsStrategyAlignmentMeasurement | StakeholdersAlignmentFacilitationChange | MetricsMeasurementEngineeringAlignment |