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| Criterion |  Engineering Kanban |  Decision Making PERT Estimation |  Delivery Value Stream Mapping |  Delivery Monte Carlo Forecasting |
|---|---|---|---|---|
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. | When delivery work dissolves into wait times, handoffs, and hidden effort, Value Stream Mapping makes the actual flow visible. The method exposes bottlenecks, idle time, and feedback loops so lead time and improvement levers become tangible. | Helps clarify scope, sequence, and delivery flow in concrete terms. It makes work, boundaries, and order steerable. The result is captured as Forecast Percentiles, Throughput Dataset, and Risk Communication. |
Complexitydifferent | Medium | Medium | Medium | High |
Timedifferent | Ongoing | 15-45 min | 1-3 h | 30-90 min Setup, danach laufend |
Participantsdifferent | 2-12 | 1-8 | 4-10 | 1-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Kanban board, WIP policies, Flow metrics | PERT Estimate, Expected Value, Risk Notes | Current-state map, Future-state map, Bottleneck list | Forecast Percentiles, Throughput Dataset, Risk Communication |
Tagsno overlap | FlowVisual managementDelivery | EstimationUncertaintyRisk | LeanFlowWasteDelivery | ForecastingFlowDelivery |