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| Criterion |  Engineering Kanban |  Knowledge Modeling IBIS |  Delivery Value Stream Mapping |  Decision Making Argument 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. | IBIS structures thinking about complex questions as a sequence of issues, ideas, and arguments. The method keeps discussions open without forcing them into premature consensus. | When delivery work dissolves into wait times, handoffs, and hidden effort, Value Stream Mapping makes the actual flow visible. The method exposes bottlenecks, idle time, and feedback loops so lead time and improvement levers become tangible. | When statements, evidence, and counterarguments get mixed up, a debate quickly loses its structure. Argument Mapping breaks a thesis down into its reasoning and makes visible what it really rests on. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | Ongoing | 1-3 h | 1-3 h | 1-3 h |
Participantsdifferent | 2-12 | 2-8 | 4-10 | 1-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Issue Map, Positions, Argument Notes | Current-state map, Future-state map, Bottleneck list | Argument Map, Evidence Gaps, Decision Rationale |
Tagsno overlap | FlowVisual managementDelivery | RationaleKnowledgeDecision | LeanFlowWasteDelivery | SensemakingDecisionRationale |