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| Criterion |  Engineering Kanban |  Product Discovery Dual-Track Agile |  Product Strategy ICE Scoring |  Decision Making Decision Matrix |
|---|---|---|---|---|
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 uncertainty and delivery run in parallel, it separates learning work from implementation while keeping both connected. It prevents unvalidated ideas from falling directly into the delivery stream. | When ideas need sorting quickly, it condenses impact, confidence, and effort into one compact score. It connects customer value, product logic, and decision priorities. The result is captured as an ICE table and top-ideas list. | When several options collide with several criteria, comparison quickly becomes subjective. A Decision Matrix makes the trade-off visible and brings weighting, criteria, and options into a shared logic. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | Ongoing | Laufend, Wochen bis Monate | 30-60 min | 45-90 min |
Participantsdifferent | 2-12 | 4-10 | 2-8 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Discovery Backlog, Delivery Backlog, Experiment-Ergebnisse, Validierte Stories | ICE Table, Top Idea List | Decision Matrix, Scoring Rationale, Selected Option |
Tagsno overlap | FlowVisual managementDelivery | AgileDiscoveryDelivery | PrioritizationScoringGrowthDecision | DecisionCriteriaScoringTradeoffs |