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| Criterion |  Delivery Monte Carlo Forecasting |  Systems Thinking Evaporating Cloud |  Engineering Kanban |  Systems Thinking Theory of Constraints Thinking Process |
|---|---|---|---|---|
Purposedifferent | 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. | The method makes visible why two seemingly incompatible demands arise and which assumption must be tested to resolve the conflict. | 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 Theory of Constraints Thinking Process exposes a system's bottleneck and the logic behind it. It suits situations where many symptoms trace back to the same limiting relationship. |
Complexitydifferent | High | Medium | Medium | High |
Timedifferent | 30-90 min Setup, danach laufend | 60-120 min | Ongoing | 0.5-3 Tage |
Participantsdifferent | 1-8 | 2-8 | 2-12 | 4-10 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Forecast Percentiles, Throughput Dataset, Risk Communication | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | Kanban board, WIP policies, Flow metrics | Current Reality Logic, Conflict Cloud, Future Reality Tree, Implementation Obstacles |
Tagsno overlap | ForecastingFlowDelivery | Theory of ConstraintsAssumptionsSystems thinking | FlowVisual managementDelivery | Theory of ConstraintsConstraintsSystems thinkingCausality |