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| Criterion |  Engineering Kanban |  Decision Making Decision Framing Workshop |  Decision Making Constraint Analysis |  Operations Bottleneck Analysis |
|---|---|---|---|---|
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 a decision is poorly framed, even good answers deliver little value. A Decision Framing Workshop sharpens the problem, goal, and boundaries before the actual weighing begins. | 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. | For a flow that backs up at one point, the method looks for the capacity limit with the greatest leverage. It explains why extra effort elsewhere barely improves throughput. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | Ongoing | 60-120 min | 30-90 min | 1-3 h |
Participantsdifferent | 2-12 | 4-10 | 2-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Decision Frame, Decision Question, Criteria List, Evidence Plan | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures |
Tagsno overlap | FlowVisual managementDelivery | Decision framingAlignmentCriteriaOptions | ConstraintsDecisionPlanningOptions | FlowMeasurementConstraints |