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| Criterion |  Delivery Monte Carlo Forecasting |  Engineering Kanban |  Business Strategy VRIO Framework |  Business Strategy Value Chain Analysis |
|---|---|---|---|---|
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. | 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 VRIO Framework rates resources and capabilities on whether they are Valuable, Rare, Inimitable, and Organized. It compares strengths, risks, market logic, and courses of action. The result is captured as a VRIO table and strategic actions. | Value Chain Analysis shows where value is created, costs accrue, and differentiation becomes possible along the process. It compares strengths, risks, market logic, and courses of action. The result is captured as a value-chain map and lever list. |
Complexitydifferent | High | Medium | Medium | High |
Timedifferent | 30-90 min Setup, danach laufend | Ongoing | 90-180 min | Half day |
Participantsdifferent | 1-8 | 2-12 | 3-6 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Forecast Percentiles, Throughput Dataset, Risk Communication | Kanban board, WIP policies, Flow metrics | VRIO Table, Strategic Actions | Value Chain Map, Lever List |
Tagsno overlap | ForecastingFlowDelivery | FlowVisual managementDelivery | StrategyDiagnosisBusiness modelCapability | StrategyBusiness modelDiagnosisAnalysis |