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| Criterion |  Decision Making Decision Matrix |  Delivery Value Stream Mapping |  Product Strategy RICE Scoring |  Engineering Kanban |
|---|---|---|---|---|
Purposedifferent | When several options collide with several criteria, comparison quickly becomes subjective. A Decision Matrix makes the trade-off visible and brings weighting, criteria, and options into a shared logic. | When delivery work dissolves into wait times, handoffs, and hidden effort, Value Stream Mapping makes the actual flow visible. The method exposes bottlenecks, idle time, and feedback loops so lead time and improvement levers become tangible. | When many initiatives compete for the same resources, it brings reach, impact, confidence, and effort into one shared ranking. It makes prioritization economically connectable. | 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. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 45-90 min | 1-3 h | 60-90 min | Ongoing |
Participantsdifferent | 2-8 | 4-10 | 2-10 | 2-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Decision Matrix, Scoring Rationale, Selected Option | Current-state map, Future-state map, Bottleneck list | RICE Scores, Ranked List, Assumption Log | Kanban board, WIP policies, Flow metrics |
Tagsno overlap | DecisionCriteriaScoringTradeoffs | LeanFlowWasteDelivery | PrioritizationScoringRoadmapTradeoffs | FlowVisual managementDelivery |