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| Criterion |  Engineering Kanban |  Decision Making Risk Matrix |  Decision Making Assumption Surfacing |  Product Discovery Dual-Track Agile |
|---|---|---|---|---|
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 project faces many possible disruptions, it quickly becomes unclear which risks deserve attention first. It separates options, evaluation criteria, and open risks. The result is captured as a Risk Matrix and a Top Risk List. | 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 uncertainty and delivery run in parallel, it separates learning work from implementation while keeping both connected. It prevents unvalidated ideas from falling directly into the delivery stream. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | Ongoing | 30-60 min | 45-90 min | Laufend, Wochen bis Monate |
Participantsdifferent | 2-12 | 3-10 | 2-8 | 4-10 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Risk Matrix, Top Risk List | Assumption List, Critical Assumptions, Learning Plan | Discovery Backlog, Delivery Backlog, Experiment-Ergebnisse, Validierte Stories |
Tagsno overlap | FlowVisual managementDelivery | RiskDecisionPrioritizationAssessment | AssumptionsRiskDecisionDiscovery | AgileDiscoveryDelivery |