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| Criterion |  Operations Bottleneck Analysis |  Engineering Kanban |  Business Strategy Balanced Scorecard |  Engineering Goal Question Metric |
|---|---|---|---|---|
Purposedifferent | For a flow that backs up at one point, the method looks for the capacity limit with the greatest leverage. It explains why extra effort elsewhere barely improves throughput. | 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. | Balanced Scorecard translates strategy into a few interconnected perspectives and metrics. It holds impact, steering, and learning together in daily work instead of narrowing strategy down to financial figures. | 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 | Medium | Medium | High | Medium |
Timedifferent | 1-3 h | Ongoing | Halber Tag bis mehrere Wochen | 90-180 min |
Participantsdifferent | 3-8 | 2-12 | 4-12 | 3-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Kanban board, WIP policies, Flow metrics | Balanced Scorecard, Strategic Measures, Initiative Map | GQM Table, Metric Profiles |
Tagsno overlap | FlowMeasurementConstraints | FlowVisual managementDelivery | StrategyMetricsExecution | MetricsMeasurementEngineeringAlignment |