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| Criterion |  Product Strategy KPI Tree |  Systems Thinking Leverage Points |  Facilitation Stakeholder Mapping |  Engineering Goal Question Metric |
|---|---|---|---|---|
Purposedifferent | 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. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. | 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. | 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. |
Complexitydifferent | Medium | High | Low | Medium |
Timedifferent | 90-180 min initial, dann laufend | Half day | 60–90 min | 90-180 min |
Participantsdifferent | 3-8 | 3-12 | 2-8 | 3-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | KPI Tree, Owner List | Leverage Map, Action Strategy | Stakeholder Map, Engagement Plan, Risk Notes | GQM Table, Metric Profiles |
Tagsno overlap | MetricsStrategyAlignmentMeasurement | Systems thinkingChangeStrategy | StakeholdersAlignmentFacilitationChange | MetricsMeasurementEngineeringAlignment |