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| Criterion |  Operations Visual Management |  Delivery Monte Carlo Forecasting |  Decision Making Force Field Analysis |  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. | 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. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. | 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 | High | Low | Medium |
Timedifferent | Ongoing | 30-90 min Setup, danach laufend | 45-90 min | Ongoing |
Participantsdifferent | 1-20 | 1-8 | 3-12 | 2-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Forecast Percentiles, Throughput Dataset, Risk Communication | Force Field Map, Change Levers, Risk Notes | Kanban board, WIP policies, Flow metrics |
Tagsno overlap | SignalsOperationsVisual management | ForecastingFlowDelivery | ChangeDecisionStrategy | FlowVisual managementDelivery |