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| Criterion |  Engineering Kanban |  Decision Making PERT Estimation |  Systems Thinking Evaporating Cloud |  Decision Making Assumption Surfacing |
|---|---|---|---|---|
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. | On complex initiatives, a plain average tends to understate just how uncertain the outcome really is. It separates options, evaluation criteria, and open risks. The result is captured as a PERT Estimate, Expected Value, and Risk Notes. | The method makes visible why two seemingly incompatible demands arise and which assumption must be tested to resolve the conflict. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | Ongoing | 15-45 min | 60-120 min | 45-90 min |
Participantsdifferent | 2-12 | 1-8 | 2-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Kanban board, WIP policies, Flow metrics | PERT Estimate, Expected Value, Risk Notes | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | FlowVisual managementDelivery | EstimationUncertaintyRisk | Theory of ConstraintsAssumptionsSystems thinking | AssumptionsRiskDecisionDiscovery |