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| Criterion |  Engineering Kanban |  Decision Making Decision Framing Workshop |  Decision Making Option Framing |  Product Strategy KPI 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 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. | In early decisions, alternatives are often still vague, incomplete, or blended together. Option Framing brings every possibility into a comparable form and makes visible which variant actually fits the question. | When metrics across the organization drift apart, it arranges drivers and effects under one shared logic. It connects customer value, product logic, and decision priorities. The result is captured as a KPI tree and owner list. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | Ongoing | 60-120 min | 45-120 min | 90-180 min initial, dann laufend |
Participantsdifferent | 2-12 | 4-10 | 3-8 | 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 | Option Frames, Assumption Notes, Comparable Shortlist, Decision Inputs | KPI Tree, Owner List |
Tagsno overlap | FlowVisual managementDelivery | Decision framingAlignmentCriteriaOptions | OptionsDecision framingStrategyComparison | MetricsStrategyAlignmentMeasurement |