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| Criterion |  Engineering Kanban |  Decision Making Constraint Analysis |  Delivery Value Stream Mapping |  Decision Making Decision Tree |
|---|---|---|---|---|
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. | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | 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. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | Ongoing | 30-90 min | 1-3 h | 30-90 min |
Participantsdifferent | 2-12 | 2-8 | 4-10 | 1-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Current-state map, Future-state map, Bottleneck list | Decision Tree, Option Map, Assumption List |
Tagsno overlap | FlowVisual managementDelivery | ConstraintsDecisionPlanningOptions | LeanFlowWasteDelivery | DecisionTreeOptions |