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| Criterion |  Engineering Kanban |  Delivery Value Stream Mapping |  Decision Making OODA Loop |  Product Strategy DIBB |
|---|---|---|---|---|
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 delivery work dissolves into wait times, handoffs, and hidden effort, Value Stream Mapping makes the actual flow visible. The method exposes bottlenecks, idle time, and feedback loops so lead time and improvement levers become tangible. | In dynamic situations, decisions become outdated faster than they can be prepared. The OODA Loop holds observing, orienting, deciding, and acting together as a recurring rhythm so reaction does not slide into inertia. | DIBB helps clarify target groups, value, goals, and priorities by making the logic behind a decision explicit. It captures results as a DIBB document, belief list, bet list, and learning report. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | Ongoing | 1-3 h | 15-60 min je Zyklus | 1-2 h |
Participantsdifferent | 2-12 | 4-10 | 1-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Current-state map, Future-state map, Bottleneck list | Situation Assessment, Decision Loop, Action Updates | DIBB document, Belief list, Bet list, Learning report |
Tagsno overlap | FlowVisual managementDelivery | LeanFlowWasteDelivery | DecisionChangeLearningStrategy | StrategyDecisionAssumptionsHypothesis |