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| Criterion |  Engineering Kanban |  Decision Making Delphi Method |  Delivery Monte Carlo Forecasting |  Decision Making Force Field Analysis |
|---|---|---|---|---|
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. | 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. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. |
Complexitydifferent | Medium | High | High | Low |
Timedifferent | Ongoing | 1-4 Wochen | 30-90 min Setup, danach laufend | 45-90 min |
Participantsdifferent | 2-12 | 6-30 Experten | 1-8 | 3-12 |
Formatdifferent | Workshop + async | Async | Workshop + async | Workshop |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Expert Forecast, Consensus Range, Assumption Notes | Forecast Percentiles, Throughput Dataset, Risk Communication | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | FlowVisual managementDelivery | ForecastingExpertsDecisionStrategy | ForecastingFlowDelivery | ChangeDecisionStrategy |