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| Criterion |  Decision Making Decision Matrix |  Engineering Kanban |  Product Strategy DIBB |  Decision Making Delphi Method |
|---|---|---|---|---|
Purposedifferent | 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. | 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. | DIBB helps clarify target groups, value, goals, and priorities by making the logic behind a decision explicit. It captures results as a DIBB document, belief list, bet list, and learning report. | When knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. |
Complexitydifferent | Medium | Medium | Low | High |
Timedifferent | 45-90 min | Ongoing | 1-2 h | 1-4 Wochen |
Participantsdifferent | 2-8 | 2-12 | 2-8 | 6-30 Experten |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Async |
Outputdifferent | Decision Matrix, Scoring Rationale, Selected Option | Kanban board, WIP policies, Flow metrics | DIBB document, Belief list, Bet list, Learning report | Expert Forecast, Consensus Range, Assumption Notes |
Tagsno overlap | DecisionCriteriaScoringTradeoffs | FlowVisual managementDelivery | StrategyDecisionAssumptionsHypothesis | ForecastingExpertsDecisionStrategy |