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| Criterion |  Business Strategy Scenario Planning |  Product Strategy KPI Tree |  Engineering Goal Question Metric |  Business Strategy Balanced Scorecard |
|---|---|---|---|---|
Purposedifferent | Scenario Planning opens the view to several plausible futures instead of a single forecast. The method protects strategies from depending on too narrow an expected path. | 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. | 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. | 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. |
Complexitydifferent | High | Medium | Medium | High |
Timedifferent | 0.5-2 Tage | 90-180 min initial, dann laufend | 90-180 min | Halber Tag bis mehrere Wochen |
Participantsdifferent | 4-12 | 3-8 | 3-6 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Scenario Set, Strategic Implications, Robust Options | KPI Tree, Owner List | GQM Table, Metric Profiles | Balanced Scorecard, Strategic Measures, Initiative Map |
Tagsno overlap | StrategyUncertaintyPlanning | MetricsStrategyAlignmentMeasurement | MetricsMeasurementEngineeringAlignment | StrategyMetricsExecution |