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| Criterion |  Engineering Kanban |  Decision Making Decision Framing Workshop |  Decision Making Three-Point Estimation |  Decision Making Option Framing |
|---|---|---|---|---|
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. | A single estimate for effort, time, or risk often looks too smooth for the real uncertainty behind it. It separates options, evaluation criteria, and open risks. The result is captured as a Three-Point Estimate, Risk Range, and Assumption Notes. | 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. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | Ongoing | 60-120 min | 10-30 min je Item | 45-120 min |
Participantsdifferent | 2-12 | 4-10 | 1-8 | 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 | Three-Point Estimate, Risk Range, Assumption Notes | Option Frames, Assumption Notes, Comparable Shortlist, Decision Inputs |
Tagsno overlap | FlowVisual managementDelivery | Decision framingAlignmentCriteriaOptions | EstimationUncertaintyForecasting | OptionsDecision framingStrategyComparison |