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| Criterion |  Engineering Kanban |  Decision Making Force Field Analysis |  Delivery Monte Carlo Forecasting |  Product Strategy DIBB |
|---|---|---|---|---|
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. | 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. | 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. | DIBB helps clarify target groups, value, goals, and priorities by making the logic behind a decision explicit. It captures results as a DIBB document, belief list, bet list, and learning report. |
Complexitydifferent | Medium | Low | High | Low |
Timedifferent | Ongoing | 45-90 min | 30-90 min Setup, danach laufend | 1-2 h |
Participantsdifferent | 2-12 | 3-12 | 1-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Force Field Map, Change Levers, Risk Notes | Forecast Percentiles, Throughput Dataset, Risk Communication | DIBB document, Belief list, Bet list, Learning report |
Tagsno overlap | FlowVisual managementDelivery | ChangeDecisionStrategy | ForecastingFlowDelivery | StrategyDecisionAssumptionsHypothesis |