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| Criterion |  Engineering Kanban |  Delivery Cost of Delay |  Decision Making Risk 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 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. | 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 | Low | High |
Timedifferent | Ongoing | 90-180 min | 30-60 min | 30-90 min Setup, danach laufend |
Participantsdifferent | 2-12 | 3-8 | 3-10 | 1-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Kanban board, WIP policies, Flow metrics | CoD Table, Prioritization Sequence | Risk Matrix, Top Risk List | Forecast Percentiles, Throughput Dataset, Risk Communication |
Tagsno overlap | FlowVisual managementDelivery | PrioritizationDeliveryEconomicsDecision | RiskDecisionPrioritizationAssessment | ForecastingFlowDelivery |