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| Criterion |  Engineering Kanban |  Decision Making Decision Tree |  Decision Making Constraint Analysis |  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. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | 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. | 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 | Medium | Low | High |
Timedifferent | Ongoing | 30-90 min | 30-90 min | 30-90 min Setup, danach laufend |
Participantsdifferent | 2-12 | 1-6 | 2-8 | 1-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Decision Tree, Option Map, Assumption List | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Forecast Percentiles, Throughput Dataset, Risk Communication |
Tagsno overlap | FlowVisual managementDelivery | DecisionTreeOptions | ConstraintsDecisionPlanningOptions | ForecastingFlowDelivery |