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| Criterion |  Decision Making Wideband Delphi |  Business Strategy McKinsey 7S |  Product Strategy KPI Tree |  Engineering Goal Question Metric |
|---|---|---|---|---|
Purposedifferent | A single opinion rarely holds up for planning when the future is genuinely uncertain. It separates options, evaluation criteria, and open risks. The result is captured as an Estimate Range, Assumption Log, and Expert Consensus Notes. | McKinsey 7S checks whether Strategy, Structure, Systems, Shared Values, Skills, Style, and Staff fit together. Organizational misalignments become visible across multiple levers as a result. | 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. |
Complexitydifferent | High | Medium | Medium | Medium |
Timedifferent | 1-4 h or multiple rounds | 2-4 h | 90-180 min initial, dann laufend | 90-180 min |
Participantsdifferent | 4-12 Experten | 3-12 | 3-8 | 3-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Estimate Range, Assumption Log, Expert Consensus Notes | 7S Assessment, Alignment Gaps, Change Actions | KPI Tree, Owner List | GQM Table, Metric Profiles |
Tagsno overlap | EstimationExpertsForecasting | OrganizationStrategyAlignmentChange | MetricsStrategyAlignmentMeasurement | MetricsMeasurementEngineeringAlignment |