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| Criterion |  Engineering Kanban |  Decision Making OODA Loop |  Delivery Cost of Delay |  Product Strategy ICE Scoring |
|---|---|---|---|---|
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. | In dynamic situations, decisions become outdated faster than they can be prepared. The OODA Loop holds observing, orienting, deciding, and acting together as a recurring rhythm so reaction does not slide into inertia. | Helps clarify scope, order, and delivery flow in concrete terms. It makes work, constraints, and sequence manageable. The result is captured as a Cost of Delay table and prioritization sequence. | 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. |
Complexitydifferent | Medium | Medium | High | Low |
Timedifferent | Ongoing | 15-60 min je Zyklus | 90-180 min | 30-60 min |
Participantsdifferent | 2-12 | 1-8 | 3-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Situation Assessment, Decision Loop, Action Updates | CoD Table, Prioritization Sequence | ICE Table, Top Idea List |
Tagsno overlap | FlowVisual managementDelivery | DecisionChangeLearningStrategy | PrioritizationDeliveryEconomicsDecision | PrioritizationScoringGrowthDecision |