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| Criterion |  Operations Bottleneck Analysis |  Engineering Kanban |  Decision Making Pre-Mortem |
|---|---|---|---|
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. | In early initiatives with many uncertainties, planning quickly turns too optimistic. A pre-mortem makes the expected failure visible in advance and sharpens the view of causes, gaps, and countermeasures. |
Complexitydifferent | Medium | Medium | Low |
Timedifferent | 1-3 h | Ongoing | 20–45 min |
Participantsdifferent | 3-8 | 2-12 | Small cross-functional group |
Formatdifferent | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Kanban board, WIP policies, Flow metrics | Risk list, Mitigation plan, Assumption log |
Tagsno overlap | FlowMeasurementConstraints | FlowVisual managementDelivery | RiskDecisionFailurePlanning |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
