Alignment

Translates priorities into objectives, key results, and a review cadence so progress stays measurably steerable.

Core question: What measurable outcome will this team achieve in the cycle?

• 1-2 h Setup
• 2-20

Derives a leading product metric and matching input metrics from customer value for steerable growth.

Core question: Which single metric best captures recurring customer value?

• 1-2 h
• 3-8

Bundles problem, goals, stakeholders, and risks into a starting picture that sorts early architecture questions.

Core question: Which goals, constraints and testable architecture hypotheses shape the new system?

• 1-2 h
• 3-8

Gathers system goals, constraints, and building blocks into a compact view for early architecture decisions.

Core question: Which business and functional context bounds the solution space, and which architecture hypotheses must be tested?

• 1-2 h
• 3-10

Arranges influence, interest, and relationships into a working map that makes engagement and risks transparent.

Core question: Which actor groups are affected or influential here, what assumptions apply, and how will they participate?

• 60–90 min
• 2-8

Formulates goals precisely enough that measure, relevance, and deadline together form a clear basis for steering.

Core question: What concrete result should whom achieve by when under realistic conditions, and how will we measure it?

• 15-30 min
• 1-8

Compares three perspectives in a shared picture and makes overlaps as visible as differences.

Core question: Which elements belong to exactly one, two or all three sets?

• 15-45 min
• 2-8

Clarifies roles for driver, approver, contributors, and informed and records the decision in a solid matrix.

Core question: Who drives this decision, who decides, who provides input and who needs to know the result?

• 30-60 min
• 2-10

Condenses individual ideas into clusters, themes, and priorities so consensus grows out of individual contributions.

Core question: What shared picture emerges from our different answers to the focus question?

• 1-3 h
• 5-30

Clarifies starting point, opportunities, and strategic options by framing the scope and target state, capturing the seven elements, and deriving change actions.

Core question: Which inconsistencies among the seven elements prevent the intended outcome?

• 2-4 h
• 3-12

Clarifies purpose, roles, and working rules in a charter that makes collaboration tangible and verifiable.

Core question: What shared agreement enables this team to fulfil its mandate with clear boundaries and responsibilities?

• 2-4 h
• 3-12

Surfaces stakeholder expectations, clusters conflicts, and turns them into concrete agreements.

Core question: Which expectations, commitments, and observable signals must be clarified at this interface?

• 45-90 min
• 3-12

Makes goals, concerns, and open gaps visible so clarification steps can be planned deliberately.

Core question: Which statements are shared, where do goals or assumptions diverge, and what clarification follows?

• 1-2 h
• 4-12

Collects the starting situation, assumptions, and boundaries, and turns them into a precise problem statement.

Core question: Which concrete problem for which people in which context is evidenced, meaningfully bounded, and open to several solutions?

• 60-120 min
• 4-10

Sharpens the decision question, options, criteria, and evidence needs down to the right decision format.

Core question: What decision is pending now, who owns it, which objectives, alternatives, and uncertainties belong in the frame, and what analysis is needed before deciding?

• 60-120 min
• 4-10

Moves backlog, sprint work, and team flow toward a concrete result through "create a board with the four columns Resolved, Owned, Accepted, Mitigated", "carry over risks from earlier stages such as Risk Storming", and "update the board at every review".

Core question: How will each relevant risk be treated, and what must happen before the next review?

• 20-40 min initial, dann laufend
• 3-15

Moves group input, selection, and decision toward a concrete result through "collect stakeholders individually and by group", "explain power and interest", and "derive a strategy for each quadrant".

Core question: Who can affect the specific outcome, who is affected by it, and what form of engagement is appropriate?

• 30-60 min
• 2-8

Moves group input, selection, and decision toward a concrete result through "prepare the stakeholder list", "define power, legitimacy, and urgency", and "derive strategy by class".

Core question: Which stakeholder claims possess power, legitimacy, and urgency in this decision, and what attention follows?

• 60-90 min
• 3-6

Moves options, criteria, and risks toward a concrete result through "identify key decision types", "collect roles", and "document and communicate the agreement".

Core question: Who recommends, provides input, must agree, decides once, and performs this specific decision?

• 90-180 min
• 4-12

Moves target group, value, goals, and priorities toward a concrete result through "define the top metric", "describe the main driver of the top metric", and "set the review cadence".

Core question: Which changeable drivers explain our outcome, how are they calculated, and which input metrics can teams control?

• 90-180 min initial, dann laufend
• 3-8

Moves technical problems, hypotheses, and next steps toward a concrete result through "formulate the goal clearly", "derive probing questions for each goal", and "set the review cadence".

Core question: Which questions must be answered to assess the defined goal from the chosen viewpoint, and which metrics provide those answers?

• 90-180 min
• 3-6

Moves team boundaries, interfaces, and collaboration toward a concrete result through "provide the template", "clarify responsibilities and non-responsibilities", and "anchor it visibly in the wiki".

Core question: What must other teams know to work effectively with this team with minimal disruption?

• Half day initial, dann laufend
• Ein Team plus Stakeholder

Moves team boundaries, interfaces, and collaboration toward a concrete result through "prepare the team list", "explain the three modes with examples", and "document agreements per pair".

Core question: Which interaction mode supports this outcome with the least persistent coupling?

• Half day
• Team-Leads plus Architecture

Moves team boundaries, interfaces, and collaboration toward a concrete result through "prepare a template with the four structures", "place current teams as squads", and "derive actions".

Core question: Which local structures do we need for autonomy, alignment, and craft exchange?

• 90-180 min
• 5-15

Vision, target group, needs, value, and business goals fit onto one board that exposes assumptions for validation.

Core question: What positive change should the product create for whom, and how does it support the business?

• 1-2 h
• 2-8

A future press release and FAQ force customer value, launch story, objections, and evidence into one reviewable artifact.

Core question: What concrete customer benefit would make credible news, and which questions must be answered before building?

• 4-8 h, mehrere Iterationen
• 2-6

Visualizes strategic objectives and cause-and-effect relationships so a leadership team sees the same strategy story.

Core question: Which capabilities and processes should create which customer value and financial result?

• 2-4 h workshop plus review
• 4-10