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| Criterion |  Engineering Kanban |  Decision Making Delphi Method |  Decision Making Decision Rights Mapping |  Facilitation Alignment Mapping |
|---|---|---|---|---|
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 organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. |
Complexitydifferent | Medium | High | Medium | Medium |
Timedifferent | Ongoing | 1-4 Wochen | 90-180 min | 1-2 h |
Participantsdifferent | 2-12 | 6-30 Experten | 4-12 | 4-12 |
Formatdifferent | Workshop + async | Async | Workshop | Workshop |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Expert Forecast, Consensus Range, Assumption Notes | Decision Rights Matrix, Agreement | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | FlowVisual managementDelivery | ForecastingExpertsDecisionStrategy | DecisionGovernanceAlignmentResponsibility | AlignmentStakeholdersStrategyFacilitation |