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| Criterion |  Engineering Kanban |  Decision Making Pre-Mortem |  Decision Making Assumption Surfacing |  Decision Making Constraint 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. | In early initiatives with many uncertainties, planning quickly turns too optimistic. A pre-mortem makes the expected failure visible in advance and sharpens the view of causes, gaps, and countermeasures. | 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. | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. |
Complexitydifferent | Medium | Low | Low | Low |
Timedifferent | Ongoing | 20–45 min | 45-90 min | 30-90 min |
Participantsdifferent | 2-12 | Small cross-functional group | 2-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Risk list, Mitigation plan, Assumption log | Assumption List, Critical Assumptions, Learning Plan | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries |
Tagsno overlap | FlowVisual managementDelivery | RiskDecisionFailurePlanning | AssumptionsRiskDecisionDiscovery | ConstraintsDecisionPlanningOptions |