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| Criterion |  Operations ABC Analysis |  Operations After-Action Review |  Delivery Monte Carlo Forecasting |  Engineering Kanban |
|---|---|---|---|---|
Purposedifferent | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. | Helps clarify scope, sequence, and delivery flow in concrete terms. It makes work, boundaries, and order steerable. The result is captured as Forecast Percentiles, Throughput Dataset, and Risk Communication. | When work sits in too many parallel streams, throughput suffers and no one sees the bottlenecks. Kanban makes the flow of work visible and limits overload so a system becomes calmer and more predictable. |
Complexitydifferent | Low | Low | High | Medium |
Timedifferent | 30-60 min | 20-45 min | 30-90 min Setup, danach laufend | Ongoing |
Participantsdifferent | 1-5 | 3-12 | 1-8 | 2-12 |
Formatdifferent | Async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | ABC Classification, Focus Rules, Control List | Lessons learned, Action items, Event summary | Forecast Percentiles, Throughput Dataset, Risk Communication | Kanban board, WIP policies, Flow metrics |
Tagsno overlap | PrioritizationOperationsPortfolio | LearningOperationsImprovement | ForecastingFlowDelivery | FlowVisual managementDelivery |