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| Criterion |  Engineering Kanban |  Decision Making Risk Matrix |  Delivery Monte Carlo Forecasting |  Product Strategy ICE Scoring |
|---|---|---|---|---|
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. | 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. | When ideas need sorting quickly, it condenses impact, confidence, and effort into one compact score. It connects customer value, product logic, and decision priorities. The result is captured as an ICE table and top-ideas list. |
Complexitydifferent | Medium | Low | High | Low |
Timedifferent | Ongoing | 30-60 min | 30-90 min Setup, danach laufend | 30-60 min |
Participantsdifferent | 2-12 | 3-10 | 1-8 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Risk Matrix, Top Risk List | Forecast Percentiles, Throughput Dataset, Risk Communication | ICE Table, Top Idea List |
Tagsno overlap | FlowVisual managementDelivery | RiskDecisionPrioritizationAssessment | ForecastingFlowDelivery | PrioritizationScoringGrowthDecision |