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| Criterion |  Engineering Kanban |  Decision Making Delphi Method |  Decision Making Wideband Delphi |  Delivery Cost of Delay |
|---|---|---|---|---|
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. | A single opinion rarely holds up for planning when the future is genuinely uncertain. It separates options, evaluation criteria, and open risks. The result is captured as an Estimate Range, Assumption Log, and Expert Consensus Notes. | Helps clarify scope, order, and delivery flow in concrete terms. It makes work, constraints, and sequence manageable. The result is captured as a Cost of Delay table and prioritization sequence. |
Complexitydifferent | Medium | High | High | High |
Timedifferent | Ongoing | 1-4 Wochen | 1-4 h or multiple rounds | 90-180 min |
Participantsdifferent | 2-12 | 6-30 Experten | 4-12 Experten | 3-8 |
Formatdifferent | Workshop + async | Async | Workshop + async | Workshop |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Expert Forecast, Consensus Range, Assumption Notes | Estimate Range, Assumption Log, Expert Consensus Notes | CoD Table, Prioritization Sequence |
Tagsno overlap | FlowVisual managementDelivery | ForecastingExpertsDecisionStrategy | EstimationExpertsForecasting | PrioritizationDeliveryEconomicsDecision |