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| Criterion |  Engineering Kanban |  Product Strategy ICE Scoring |  Decision Making Constraint Analysis |  Operations Bottleneck Analysis |
|---|---|---|---|---|
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 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 an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | For a flow that backs up at one point, the method looks for the capacity limit with the greatest leverage. It explains why extra effort elsewhere barely improves throughput. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | Ongoing | 30-60 min | 30-90 min | 1-3 h |
Participantsdifferent | 2-12 | 2-8 | 2-8 | 3-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Kanban board, WIP policies, Flow metrics | ICE Table, Top Idea List | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures |
Tagsno overlap | FlowVisual managementDelivery | PrioritizationScoringGrowthDecision | ConstraintsDecisionPlanningOptions | FlowMeasurementConstraints |