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| Criterion |  Engineering Kanban |  Agile Story Splitting |  Operations Theory of Constraints |  Operations After-Action Review |
|---|---|---|---|---|
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 story becomes too large for a clean flow, it breaks scope down along value and risk. It shapes the work into a form that ships earlier and is easier to verify. | For a system that does not get faster despite effort, the method directs attention to the bottleneck. It concentrates improvement on the point that actually limits throughput. | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. |
Complexitydifferent | Medium | Medium | High | Low |
Timedifferent | Ongoing | 30-60 min | 2-4 h Analyse, laufend | 20-45 min |
Participantsdifferent | 2-12 | 2-6 | 3-12 | 3-12 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Smaller Stories, Acceptance Criteria, Split Rationale | Constraint Map, Improvement Plan, Flow Metrics | Lessons learned, Action items, Event summary |
Tagsno overlap | FlowVisual managementDelivery | BacklogIterationDelivery | OperationsConstraintsFlowImprovement | LearningOperationsImprovement |