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| Criterion |  Business Strategy Value Chain Analysis |  Facilitation Alignment Mapping |  Engineering Goal Question Metric |  Product Strategy KPI Tree |
|---|---|---|---|---|
Purposedifferent | Value Chain Analysis shows where value is created, costs accrue, and differentiation becomes possible along the process. It compares strengths, risks, market logic, and courses of action. The result is captured as a value-chain map and lever list. | 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. | 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. | 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. |
Complexitydifferent | High | Medium | Medium | Medium |
Timedifferent | Half day | 1-2 h | 90-180 min | 90-180 min initial, dann laufend |
Participantsdifferent | 3-8 | 4-12 | 3-6 | 3-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Value Chain Map, Lever List | Alignment Map, Open Issues, Decision Questions | GQM Table, Metric Profiles | KPI Tree, Owner List |
Tagsno overlap | StrategyBusiness modelDiagnosisAnalysis | AlignmentStakeholdersStrategyFacilitation | MetricsMeasurementEngineeringAlignment | MetricsStrategyAlignmentMeasurement |