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| Criterion |  Engineering Kanban |  Decision Making OODA Loop |  Agile NoEstimates |  Decision Making Delphi Method |
|---|---|---|---|---|
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 | In dynamic situations, decisions become outdated faster than they can be prepared.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. | 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 knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. |
Complexitydifferent | Medium | Medium | Medium | High |
Timedifferent | Ongoing | 15-60 min je Zyklus | laufend | 1-4 Wochen |
Participantsdifferent | 2-12 | 1-8 | 2-12 | 6-30 Experten |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Async |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Situation Assessment, Decision Loop, Action Updates | Throughput Data, Flow Forecast, Slicing Rules | Expert Forecast, Consensus Range, Assumption Notes |
Tagsno overlap | FlowVisual managementDelivery | DecisionChangeLearningStrategy | EstimationForecastingFlow | ForecastingExpertsDecisionStrategy |