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| Criterion |  Engineering Kanban |  Systems Thinking Evaporating Cloud |  Decision Making PERT Estimation |  Product Discovery Assumption 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. | The method makes visible why two seemingly incompatible demands arise and which assumption must be tested to resolve the conflict. | On complex initiatives, a plain average tends to understate just how uncertain the outcome really is. It separates options, evaluation criteria, and open risks. The result is captured as a PERT Estimate, Expected Value, and Risk Notes. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | Ongoing | 60-120 min | 15-45 min | 45-60 min |
Participantsdifferent | 2-12 | 2-8 | 1-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | PERT Estimate, Expected Value, Risk Notes | Assumption map, Test backlog, Risk ranking |
Tagsno overlap | FlowVisual managementDelivery | Theory of ConstraintsAssumptionsSystems thinking | EstimationUncertaintyRisk | AssumptionsRiskExperimentsValidation |