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| Criterion |  Engineering Kanban |  Business Strategy Balanced Scorecard |  Business Strategy GAP Analysis |  Operations Getting Things Done |
|---|---|---|---|---|
Purposedifferent | 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. | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are missing. | With many open commitments and ideas in daily life, a reliable external storage system emerges. The method relieves the mind so priority and context don't have to compete in memory. |
Complexitydifferent | Medium | High | Medium | Medium |
Timedifferent | Ongoing | Halber Tag bis mehrere Wochen | 1-3 h | 1-2 h Setup, laufend |
Participantsdifferent | 2-12 | 4-12 | 2-8 | 1 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Async |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Balanced Scorecard, Strategic Measures, Initiative Map | Gap Matrix, Action Plan, Risk Notes | Action Lists, Project List, Review Routine |
Tagsno overlap | FlowVisual managementDelivery | StrategyMetricsExecution | StrategyAnalysisPlanning | ProductivityPlanningTasksExecution |