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| Criterion |  Engineering Goal Question Metric |  Business Strategy McKinsey 7S |  Facilitation Stakeholder Mapping |  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. | McKinsey 7S checks whether Strategy, Structure, Systems, Shared Values, Skills, Style, and Staff fit together. Organizational misalignments become visible across multiple levers as a result. | 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. | 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 | Medium | Low | Medium |
Timedifferent | 90-180 min | 2-4 h | 60–90 min | 90-180 min initial, dann laufend |
Participantsdifferent | 3-6 | 3-12 | 2-8 | 3-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | GQM Table, Metric Profiles | 7S Assessment, Alignment Gaps, Change Actions | Stakeholder Map, Engagement Plan, Risk Notes | KPI Tree, Owner List |
Tags1 shared | MetricsMeasurementEngineeringAlignment | OrganizationStrategyAlignmentChange | StakeholdersAlignmentFacilitationChange | MetricsStrategyAlignmentMeasurement |