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| Criterion |  Agile NoEstimates |  Business Strategy Balanced Scorecard |  Engineering Kanban |  Decision Making Delphi Method |
|---|---|---|---|---|
Purposedifferent | When estimating slows a team down more than it helps, it shifts the focus to flow, small slices, and real lead time. It sorts work by value, risk, and delivery ability. The result is captured as Throughput Data, Flow Forecast, and Slicing Rules. | Balanced Scorecard translates strategy into a few interconnected perspectives and metrics. It holds impact, steering, and learning together in daily work instead of narrowing strategy down to financial figures. | 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 knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. |
Complexitydifferent | Medium | High | Medium | High |
Timedifferent | laufend | Halber Tag bis mehrere Wochen | Ongoing | 1-4 Wochen |
Participantsdifferent | 2-12 | 4-12 | 2-12 | 6-30 Experten |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Async |
Outputdifferent | Throughput Data, Flow Forecast, Slicing Rules | Balanced Scorecard, Strategic Measures, Initiative Map | Kanban board, WIP policies, Flow metrics | Expert Forecast, Consensus Range, Assumption Notes |
Tagsno overlap | EstimationForecastingFlow | StrategyMetricsExecution | FlowVisual managementDelivery | ForecastingExpertsDecisionStrategy |