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| Criterion |  Engineering Kanban |  Agile NoEstimates |  Product Strategy Impact Mapping |  Business Strategy GAP 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 estimating slows a team down more than it helps, it shifts the focus to flow, small slices, and real lead time. It sorts work by value, risk, and delivery ability. The result is captured as Throughput Data, Flow Forecast, and Slicing Rules. | When a goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are missing. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | Ongoing | laufend | 45-90 min | 1-3 h |
Participantsdifferent | 2-12 | 2-12 | 3-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Throughput Data, Flow Forecast, Slicing Rules | Impact Map, Outcome Hypotheses, Delivery Options | Gap Matrix, Action Plan, Risk Notes |
Tagsno overlap | FlowVisual managementDelivery | EstimationForecastingFlow | OutcomesStrategyBehaviorPlanning | StrategyAnalysisPlanning |