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| Criterion |  Agile NoEstimates |  Business Strategy Balanced Scorecard |  Product Strategy KPI Tree |  Operations Bottleneck Analysis |
|---|---|---|---|---|
Purposedifferent | When estimating slows a team down more than it helps, it shifts the focus to flow, small slices, and real lead time. It sorts work by value, risk, and delivery ability. The result is captured as Throughput Data, Flow Forecast, and Slicing Rules. | 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 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. | For a flow that backs up at one point, the method looks for the capacity limit with the greatest leverage. It explains why extra effort elsewhere barely improves throughput. |
Complexitydifferent | Medium | High | Medium | Medium |
Timedifferent | laufend | Halber Tag bis mehrere Wochen | 90-180 min initial, dann laufend | 1-3 h |
Participantsdifferent | 2-12 | 4-12 | 3-8 | 3-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Throughput Data, Flow Forecast, Slicing Rules | Balanced Scorecard, Strategic Measures, Initiative Map | KPI Tree, Owner List | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures |
Tagsno overlap | EstimationForecastingFlow | StrategyMetricsExecution | MetricsStrategyAlignmentMeasurement | FlowMeasurementConstraints |