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| Criterion |  Engineering Kanban |  Decision Making Decision Matrix |  Delivery Monte Carlo Forecasting |  Decision Making Delphi Method |
|---|---|---|---|---|
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 several options collide with several criteria, comparison quickly becomes subjective. A Decision Matrix makes the trade-off visible and brings weighting, criteria, and options into a shared logic. | 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. | When knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. |
Complexitydifferent | Medium | Medium | High | High |
Timedifferent | Ongoing | 45-90 min | 30-90 min Setup, danach laufend | 1-4 Wochen |
Participantsdifferent | 2-12 | 2-8 | 1-8 | 6-30 Experten |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Async |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Decision Matrix, Scoring Rationale, Selected Option | Forecast Percentiles, Throughput Dataset, Risk Communication | Expert Forecast, Consensus Range, Assumption Notes |
Tagsno overlap | FlowVisual managementDelivery | DecisionCriteriaScoringTradeoffs | ForecastingFlowDelivery | ForecastingExpertsDecisionStrategy |