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| Criterion |  Operations ABC Analysis |  Engineering Kanban |  Agile Mad Sad Glad |  Delivery Cost of Delay |
|---|---|---|---|---|
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. | 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. | When a team's or workshop's mood needs to become readable, it structures emotional signals with little setup. It makes strain, relief, and sources of energy tangible. | Helps clarify scope, order, and delivery flow in concrete terms. It makes work, constraints, and sequence manageable. The result is captured as a Cost of Delay table and prioritization sequence. |
Complexitydifferent | Low | Medium | Low | High |
Timedifferent | 30-60 min | Ongoing | 30-60 min | 90-180 min |
Participantsdifferent | 1-5 | 2-12 | 3-10 | 3-8 |
Formatdifferent | Async | Workshop + async | Workshop | Workshop |
Outputdifferent | ABC Classification, Focus Rules, Control List | Kanban board, WIP policies, Flow metrics | Emotion Board, Themes, Action Items | CoD Table, Prioritization Sequence |
Tagsno overlap | PrioritizationOperationsPortfolio | FlowVisual managementDelivery | RetrospectiveTeamReflection | PrioritizationDeliveryEconomicsDecision |