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| Criterion |  Operations Visual Management |  Engineering Kanban |  Operations Getting Things Done |  Delivery Communication Plan |
|---|---|---|---|---|
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. | 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. | With many open commitments and ideas in daily life, a reliable external storage system emerges. The method relieves the mind so priority and context don't have to compete in memory. | When many people need to be informed in parallel and messages would otherwise arrive unevenly or too late, a Communication Plan orders communication reliably. Channels, audiences, and cadences interlock so important information doesn't get lost. |
Complexitydifferent | Low | Medium | Medium | Low |
Timedifferent | Ongoing | Ongoing | 1-2 h Setup, laufend | 45-90 min |
Participantsdifferent | 1-20 | 2-12 | 1 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Async | Workshop + async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Kanban board, WIP policies, Flow metrics | Action Lists, Project List, Review Routine | Communication Plan, Channel Matrix, Message Cadence |
Tagsno overlap | SignalsOperationsVisual management | FlowVisual managementDelivery | ProductivityPlanningTasksExecution | CommunicationStakeholdersDeliveryPlanning |