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| Criterion |  Engineering Kanban |  Decision Making Risk Matrix |  Decision Making Delphi Method |
|---|---|---|---|
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. | When knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. |
Complexitydifferent | Medium | Low | High |
Timedifferent | Ongoing | 30-60 min | 1-4 Wochen |
Participantsdifferent | 2-12 | 3-10 | 6-30 Experten |
Formatdifferent | Workshop + async | Workshop + async | Async |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Risk Matrix, Top Risk List | Expert Forecast, Consensus Range, Assumption Notes |
Tagsno overlap | FlowVisual managementDelivery | RiskDecisionPrioritizationAssessment | ForecastingExpertsDecisionStrategy |
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