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| Criterion |  Delivery Cost of Delay |  Engineering Kanban |  Decision Making Decision Matrix |  Delivery Monte Carlo Forecasting |
|---|---|---|---|---|
Purposedifferent | 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. | 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 several options collide with several criteria, comparison quickly becomes subjective. A Decision Matrix makes the trade-off visible and brings weighting, criteria, and options into a shared logic. | 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. |
Complexitydifferent | High | Medium | Medium | High |
Timedifferent | 90-180 min | Ongoing | 45-90 min | 30-90 min Setup, danach laufend |
Participantsdifferent | 3-8 | 2-12 | 2-8 | 1-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | CoD Table, Prioritization Sequence | Kanban board, WIP policies, Flow metrics | Decision Matrix, Scoring Rationale, Selected Option | Forecast Percentiles, Throughput Dataset, Risk Communication |
Tagsno overlap | PrioritizationDeliveryEconomicsDecision | FlowVisual managementDelivery | DecisionCriteriaScoringTradeoffs | ForecastingFlowDelivery |