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| Criterion |  Decision Making Risk Matrix |  Engineering Kanban |  Decision Making Delphi Method |  Delivery Cost of Delay |
|---|---|---|---|---|
Purposedifferent | When a project faces many possible disruptions, it quickly becomes unclear which risks deserve attention first. It separates options, evaluation criteria, and open risks. The result is captured as a Risk Matrix and a Top Risk List. | 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. | 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 | Low | Medium | High | High |
Timedifferent | 30-60 min | Ongoing | 1-4 Wochen | 90-180 min |
Participantsdifferent | 3-10 | 2-12 | 6-30 Experten | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Async | Workshop |
Outputdifferent | Risk Matrix, Top Risk List | Kanban board, WIP policies, Flow metrics | Expert Forecast, Consensus Range, Assumption Notes | CoD Table, Prioritization Sequence |
Tagsno overlap | RiskDecisionPrioritizationAssessment | FlowVisual managementDelivery | ForecastingExpertsDecisionStrategy | PrioritizationDeliveryEconomicsDecision |