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| Criterion |  Engineering Kanban |  Delivery Monte Carlo Forecasting |  Facilitation Stakeholder Mapping |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
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. | When an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. | When stakeholders appear to matter very differently, the Stakeholder Salience Model rates their actual priority through power, legitimacy, and urgency. It turns individual contributions into a visible selection. The result is captured as a Salience diagram and a class-based strategy. |
Complexitydifferent | Medium | High | Low | Medium |
Timedifferent | Ongoing | 30-90 min Setup, danach laufend | 60–90 min | 60-90 min |
Participantsdifferent | 2-12 | 1-8 | 2-8 | 3-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Forecast Percentiles, Throughput Dataset, Risk Communication | Stakeholder Map, Engagement Plan, Risk Notes | Salience Diagram, Strategy per Class |
Tagsno overlap | FlowVisual managementDelivery | ForecastingFlowDelivery | StakeholdersAlignmentFacilitationChange | StakeholdersFacilitationAlignmentGovernance |