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| Criterion |  Engineering Kanban |  Product Strategy Product Vision Board |  Decision Making OODA Loop |  Facilitation Alignment Mapping |
|---|---|---|---|---|
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. | When a product needs a shared direction, it connects target audience, benefit, and business picture in a clear vision. It makes the envisioned future legible for the team. | In dynamic situations, decisions become outdated faster than they can be prepared.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 several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | Ongoing | 1-2 h | 15-60 min je Zyklus | 1-2 h |
Participantsdifferent | 2-12 | 2-8 | 1-8 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Product Vision Board, Vision Statement, Assumptions and Validation Questions | Situation Assessment, Decision Loop, Action Updates | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | FlowVisual managementDelivery | VisionCanvasStrategyAlignment | DecisionChangeLearningStrategy | AlignmentStakeholdersStrategyFacilitation |