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| Criterion |  Engineering Kanban |  Systems Thinking Future Reality Tree |  Delivery Monte Carlo Forecasting |  Systems Thinking Intervention 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. | A Future Reality Tree shows how desired actions are meant to lead to a better system state. The method checks whether a path of change holds together logically before time flows into implementation. | 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. | Intervention Mapping translates a need for change into a planned, evaluable program. The method connects target group, determinants, actions, and measurement into a traceable chain. |
Complexitydifferent | Medium | High | High | High |
Timedifferent | Ongoing | 2-4 h | 30-90 min Setup, danach laufend | 1-5 Tage |
Participantsdifferent | 2-12 | 3-8 | 1-8 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Forecast Percentiles, Throughput Dataset, Risk Communication | Logic Model, Change Objectives, Intervention Components, Evaluation Plan |
Tagsno overlap | FlowVisual managementDelivery | Theory of ConstraintsSystems thinkingChange | ForecastingFlowDelivery | ChangeSystems thinkingCapability |