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| Criterion |  Systems Thinking Evaporating Cloud |  Engineering Kanban |  Delivery Value Stream Mapping |  Delivery Monte Carlo Forecasting |
|---|---|---|---|---|
Purposedifferent | The method makes visible why two seemingly incompatible demands arise and which assumption must be tested to resolve the conflict. | 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 delivery work dissolves into wait times, handoffs, and hidden effort, Value Stream Mapping makes the actual flow visible. The method exposes bottlenecks, idle time, and feedback loops so lead time and improvement levers become tangible. | 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 | Medium | Medium | Medium | High |
Timedifferent | 60-120 min | Ongoing | 1-3 h | 30-90 min Setup, danach laufend |
Participantsdifferent | 2-8 | 2-12 | 4-10 | 1-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | Kanban board, WIP policies, Flow metrics | Current-state map, Future-state map, Bottleneck list | Forecast Percentiles, Throughput Dataset, Risk Communication |
Tagsno overlap | Theory of ConstraintsAssumptionsSystems thinking | FlowVisual managementDelivery | LeanFlowWasteDelivery | ForecastingFlowDelivery |