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| Criterion |  Product Strategy Impact Mapping |  Decision Making Decision Tree |  Product Strategy KPI Tree |  Decision Making Constraint Analysis |
|---|---|---|---|---|
Purposedifferent | When a goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | 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 stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 45-90 min | 30-90 min | 90-180 min initial, dann laufend | 30-90 min |
Participantsdifferent | 3-8 | 1-6 | 3-8 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Impact Map, Outcome Hypotheses, Delivery Options | Decision Tree, Option Map, Assumption List | KPI Tree, Owner List | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries |
Tagsno overlap | OutcomesStrategyBehaviorPlanning | DecisionTreeOptions | MetricsStrategyAlignmentMeasurement | ConstraintsDecisionPlanningOptions |