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| Criterion |  Engineering Kanban |  Product Strategy KPI Tree |  Business Strategy Balanced Scorecard |  Facilitation Alignment Mapping |
|---|---|---|---|---|
Purposedifferent | When work sits in too many parallel streams, throughput suffers and no one sees the bottlenecks. Kanban makes the flow of work visible and limits overload so a system becomes calmer and more predictable. | 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. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. |
Complexitydifferent | Medium | Medium | High | Medium |
Timedifferent | Ongoing | 90-180 min initial, dann laufend | Halber Tag bis mehrere Wochen | 1-2 h |
Participantsdifferent | 2-12 | 3-8 | 4-12 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Kanban board, WIP policies, Flow metrics | KPI Tree, Owner List | Balanced Scorecard, Strategic Measures, Initiative Map | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | FlowVisual managementDelivery | MetricsStrategyAlignmentMeasurement | StrategyMetricsExecution | AlignmentStakeholdersStrategyFacilitation |