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| Criterion |  Delivery Communication Plan |  Operations Bottleneck Analysis |  Decision Making Decision Tree |  Engineering Kanban |
|---|---|---|---|---|
Purposedifferent | 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. | For a flow that backs up at one point, the method looks for the capacity limit with the greatest leverage. It explains why extra effort elsewhere barely improves throughput. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | 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 | 45-90 min | 1-3 h | 30-90 min | Ongoing |
Participantsdifferent | 2-6 | 3-8 | 1-6 | 2-12 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Communication Plan, Channel Matrix, Message Cadence | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Decision Tree, Option Map, Assumption List | Kanban board, WIP policies, Flow metrics |
Tagsno overlap | CommunicationStakeholdersDeliveryPlanning | FlowMeasurementConstraints | DecisionTreeOptions | FlowVisual managementDelivery |