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| Criterion |  Engineering Kanban |  Decision Making PERT Estimation |  Decision Making Force Field 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. | 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. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. |
Complexitydifferent | Medium | Medium | Low |
Timedifferent | Ongoing | 15-45 min | 45-90 min |
Participantsdifferent | 2-12 | 1-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Kanban board, WIP policies, Flow metrics | PERT Estimate, Expected Value, Risk Notes | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | FlowVisual managementDelivery | EstimationUncertaintyRisk | ChangeDecisionStrategy |
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