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| Criterion |  Engineering Kanban |  Delivery Cost of Delay |  Decision Making Decision Matrix |  Delivery Monte Carlo Forecasting |
|---|---|---|---|---|
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. | 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 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 | Medium | High | Medium | High |
Timedifferent | Ongoing | 90-180 min | 45-90 min | 30-90 min Setup, danach laufend |
Participantsdifferent | 2-12 | 3-8 | 2-8 | 1-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Kanban board, WIP policies, Flow metrics | CoD Table, Prioritization Sequence | Decision Matrix, Scoring Rationale, Selected Option | Forecast Percentiles, Throughput Dataset, Risk Communication |
Tagsno overlap | FlowVisual managementDelivery | PrioritizationDeliveryEconomicsDecision | DecisionCriteriaScoringTradeoffs | ForecastingFlowDelivery |