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| Criterion |  Engineering Kanban |  Business Strategy TOWS Matrix |  Decision Making Option Framing |  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. | The TOWS Matrix connects internal strengths and weaknesses with external opportunities and threats into action-oriented strategies. It goes a step further than a pure stocktaking. | In early decisions, alternatives are often still vague, incomplete, or blended together. Option Framing brings every possibility into a comparable form and makes visible which variant actually fits the question. | 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 | Medium | High |
Timedifferent | Ongoing | 1-2 h | 45-120 min | 30-90 min Setup, danach laufend |
Participantsdifferent | 2-12 | 3-10 | 3-8 | 1-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Kanban board, WIP policies, Flow metrics | TOWS Matrix, Strategic Options, Priority Actions | Option Frames, Assumption Notes, Comparable Shortlist, Decision Inputs | Forecast Percentiles, Throughput Dataset, Risk Communication |
Tagsno overlap | FlowVisual managementDelivery | StrategyAnalysisOptions | OptionsDecision framingStrategyComparison | ForecastingFlowDelivery |