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| Criterion |  Engineering Kanban |  Systems Thinking Systems Mapping |  Delivery Monte Carlo Forecasting |  Systems Thinking Intervention 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. | Systems Mapping arranges elements, relationships, and boundaries so a complex field becomes legible at a glance. The overview stabilizes the overall picture before detail work or steering begins. | 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. | Intervention Mapping translates a need for change into a planned, evaluable program. The method connects target group, determinants, actions, and measurement into a traceable chain. |
Complexitydifferent | Medium | Medium | High | High |
Timedifferent | Ongoing | 1-3 h | 30-90 min Setup, danach laufend | 1-5 Tage |
Participantsdifferent | 2-12 | 3-12 | 1-8 | 4-12 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Kanban board, WIP policies, Flow metrics | System Map, Dependencies, Leverage Points | Forecast Percentiles, Throughput Dataset, Risk Communication | Logic Model, Change Objectives, Intervention Components, Evaluation Plan |
Tagsno overlap | FlowVisual managementDelivery | Systems thinkingMappingBoundariesChange | ForecastingFlowDelivery | ChangeSystems thinkingCapability |