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| Criterion |  Operations Visual Management |  Knowledge Modeling IBIS |  Agile NoEstimates |  Engineering Kanban |
|---|---|---|---|---|
Purposedifferent | With high tempo and many parallel topics, the method makes status, deviations, and priorities visible at a glance. It reduces search effort and prevents what matters from getting lost in daily work. | IBIS structures thinking about complex questions as a sequence of issues, ideas, and arguments. The method keeps discussions open without forcing them into premature consensus. | 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. | 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. |
Complexitydifferent | Low | Medium | Medium | Medium |
Timedifferent | Ongoing | 1-3 h | laufend | Ongoing |
Participantsdifferent | 1-20 | 2-8 | 2-12 | 2-12 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Issue Map, Positions, Argument Notes | Throughput Data, Flow Forecast, Slicing Rules | Kanban board, WIP policies, Flow metrics |
Tagsno overlap | SignalsOperationsVisual management | RationaleKnowledgeDecision | EstimationForecastingFlow | FlowVisual managementDelivery |