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| Criterion |  Engineering Kanban |  Decision Making Delphi Method |  Decision Making RAPID |  Decision Making DACI |
|---|---|---|---|---|
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 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. | 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. |
Complexitydifferent | Medium | High | Medium | Low |
Timedifferent | Ongoing | 1-4 Wochen | 45-90 min | 30-60 min |
Participantsdifferent | 2-12 | 6-30 Experten | 3-12 | 2-10 |
Formatdifferent | Workshop + async | Async | Workshop + async | Workshop + async |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Expert Forecast, Consensus Range, Assumption Notes | RAPID Role Map, Recommendation, Decision Log | DACI Matrix, Decision Owner, Decision Log |
Tagsno overlap | FlowVisual managementDelivery | ForecastingExpertsDecisionStrategy | DecisionRolesGovernance | DecisionRolesGovernanceAlignment |