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| Criterion |  Engineering Goal Question Metric |  Systems Thinking Intervention Mapping |  Systems Thinking Leverage Points |  Product Strategy KPI Tree |
|---|---|---|---|---|
Purposedifferent | 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. | Intervention Mapping translates a need for change into a planned, evaluable program. The method connects target group, determinants, actions, and measurement into a traceable chain. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action 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 | Medium | High | High | Medium |
Timedifferent | 90-180 min | 1-5 Tage | Half day | 90-180 min initial, dann laufend |
Participantsdifferent | 3-6 | 4-12 | 3-12 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | GQM Table, Metric Profiles | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Leverage Map, Action Strategy | KPI Tree, Owner List |
Tagsno overlap | MetricsMeasurementEngineeringAlignment | ChangeSystems thinkingCapability | Systems thinkingChangeStrategy | MetricsStrategyAlignmentMeasurement |