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| Criterion |  Agile Ideal Days |  Product Strategy KPI Tree |  Business Strategy Balanced Scorecard |
|---|---|---|---|
Purposedifferent | When effort needs to be thought of as real working time, it offers a simple common denominator for comparison. It sorts work by value, risk, and delivery ability. The result is captured as Ideal Day Estimates, Assumption Notes, and Capacity Caveats. | 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. | Balanced Scorecard translates strategy into a few interconnected perspectives and metrics. It holds impact, steering, and learning together in daily work instead of narrowing strategy down to financial figures. |
Complexitydifferent | Low | Medium | High |
Timedifferent | 15-60 min | 90-180 min initial, dann laufend | Halber Tag bis mehrere Wochen |
Participantsdifferent | 2-9 | 3-8 | 4-12 |
Formatsame | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Ideal Day Estimates, Assumption Notes, Capacity Caveats | KPI Tree, Owner List | Balanced Scorecard, Strategic Measures, Initiative Map |
Tagsno overlap | EstimationEffortAgile | MetricsStrategyAlignmentMeasurement | StrategyMetricsExecution |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
