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| Criterion |  Engineering Kanban |  Delivery Monte Carlo Forecasting |  Architecture Architecture Decision Record |  Delivery Value Stream 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. | 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. | An ADR permanently records an architecture decision with context, trade-offs, and consequence. It creates continuity for later changes because the decision path stays traceable. | 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. |
Complexitydifferent | Medium | High | Low | Medium |
Timedifferent | Ongoing | 30-90 min Setup, danach laufend | 15-45 min | 1-3 h |
Participantsdifferent | 2-12 | 1-8 | 1-3 | 4-10 |
Formatdifferent | Workshop + async | Workshop + async | Async | Workshop |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Forecast Percentiles, Throughput Dataset, Risk Communication | ADR File, Decision Log, Rationale | Current-state map, Future-state map, Bottleneck list |
Tagsno overlap | FlowVisual managementDelivery | ForecastingFlowDelivery | ArchitectureRationaleDocumentationGovernance | LeanFlowWasteDelivery |