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| Criterion |  Engineering Kanban |  Delivery Cost of Delay |  Decision Making Risk Matrix |  Decision Making Assumption Surfacing |
|---|---|---|---|---|
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 a project faces many possible disruptions, it quickly becomes unclear which risks deserve attention first. It separates options, evaluation criteria, and open risks. The result is captured as a Risk Matrix and a Top Risk List. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. |
Complexitydifferent | Medium | High | Low | Low |
Timedifferent | Ongoing | 90-180 min | 30-60 min | 45-90 min |
Participantsdifferent | 2-12 | 3-8 | 3-10 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Kanban board, WIP policies, Flow metrics | CoD Table, Prioritization Sequence | Risk Matrix, Top Risk List | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | FlowVisual managementDelivery | PrioritizationDeliveryEconomicsDecision | RiskDecisionPrioritizationAssessment | AssumptionsRiskDecisionDiscovery |