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| Criterion |  Agile Ideal Days |  Product Strategy KPI Tree |  Facilitation Stakeholder Mapping |
|---|---|---|---|
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. | 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. |
Complexitydifferent | Low | Medium | Low |
Timedifferent | 15-60 min | 90-180 min initial, dann laufend | 60–90 min |
Participantsdifferent | 2-9 | 3-8 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Ideal Day Estimates, Assumption Notes, Capacity Caveats | KPI Tree, Owner List | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | EstimationEffortAgile | MetricsStrategyAlignmentMeasurement | StakeholdersAlignmentFacilitationChange |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
