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| Criterion |  Engineering Kanban |  Innovation Lean Startup |  Delivery Monte Carlo Forecasting |  Product Strategy Lean Canvas |
|---|---|---|---|---|
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. | For uncertain business assumptions, the method forces the idea into contact with real market reactions early. It separates wishful picture, assumption, and observable behavior, so that learning becomes faster than planning. This translates uncertainty into measurable insight. | 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. | When an early product bet still has too many open points, it brings target group, problem, and assumptions into a single view. It condenses the idea so core risks become nameable. |
Complexitydifferent | Medium | Medium | High | Medium |
Timedifferent | Ongoing | Wochen bis Monate je Lernzyklus | 30-90 min Setup, danach laufend | 45-90 min |
Participantsdifferent | 2-12 | 2-8 | 1-8 | 1-6 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Forecast Percentiles, Throughput Dataset, Risk Communication | Lean Canvas, Core Assumptions, Experiment Backlog |
Tagsno overlap | FlowVisual managementDelivery | LeanStartupValidationMVP | ForecastingFlowDelivery | StartupLeanAssumptionsBusiness model |