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| Criterion |  Product Discovery Kano Model |  Agile WSJF |  Engineering Kanban |  Delivery Cost of Delay |
|---|---|---|---|---|
Purposedifferent | When features need to be distinguished by their effect on satisfaction, it makes expectations and surprises comparable. It separates basic needs, performance contribution, and delight. | When many tasks compete for the same capacity, it orders work by economic impact. It makes time lost, benefit, and effort comparable together. | 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. | Helps clarify scope, order, and delivery flow in concrete terms. It makes work, constraints, and sequence manageable. The result is captured as a Cost of Delay table and prioritization sequence. |
Complexitydifferent | Medium | High | Medium | High |
Timedifferent | 1-2 Tage | 45-90 min | Ongoing | 90-180 min |
Participantsdifferent | 10-50 | 3-10 | 2-12 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Kano Matrix, Feature Classes, Priority Themes | Ranked Backlog, Cost-of-Delay Assumptions | Kanban board, WIP policies, Flow metrics | CoD Table, Prioritization Sequence |
Tagsno overlap | SatisfactionPrioritizationCustomer | LeanEconomicsSequencePrioritization | FlowVisual managementDelivery | PrioritizationDeliveryEconomicsDecision |