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| Criterion |  Engineering Kanban |  Decision Making Three-Point Estimation |  Operations After-Action Review |  Delivery Monte Carlo Forecasting |
|---|---|---|---|---|
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. | A single estimate for effort, time, or risk often looks too smooth for the real uncertainty behind it. It separates options, evaluation criteria, and open risks. The result is captured as a Three-Point Estimate, Risk Range, and Assumption Notes. | 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. | 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. |
Complexitydifferent | Medium | Medium | Low | High |
Timedifferent | Ongoing | 10-30 min je Item | 20-45 min | 30-90 min Setup, danach laufend |
Participantsdifferent | 2-12 | 1-8 | 3-12 | 1-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Three-Point Estimate, Risk Range, Assumption Notes | Lessons learned, Action items, Event summary | Forecast Percentiles, Throughput Dataset, Risk Communication |
Tagsno overlap | FlowVisual managementDelivery | EstimationUncertaintyForecasting | LearningOperationsImprovement | ForecastingFlowDelivery |