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| Criterion |  Engineering Kanban |  Decision Making Delphi Method |  Decision Making DACI |  Decision Making RAPID |
|---|---|---|---|---|
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 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. | In cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. | In complex management decisions, clarity is often missing about who recommends, who agrees, and who makes the decision. RAPID creates this assignment and stabilizes decisions across several levels. |
Complexitydifferent | Medium | High | Low | Medium |
Timedifferent | Ongoing | 1-4 Wochen | 30-60 min | 45-90 min |
Participantsdifferent | 2-12 | 6-30 Experten | 2-10 | 3-12 |
Formatdifferent | Workshop + async | Async | Workshop + async | Workshop + async |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Expert Forecast, Consensus Range, Assumption Notes | DACI Matrix, Decision Owner, Decision Log | RAPID Role Map, Recommendation, Decision Log |
Tagsno overlap | FlowVisual managementDelivery | ForecastingExpertsDecisionStrategy | DecisionRolesGovernanceAlignment | DecisionRolesGovernance |