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| Criterion |  Decision Making Decision Matrix |  Delivery Value Stream Mapping |  Decision Making Trade-off Analysis |  Decision Making Decision Tree |
|---|---|---|---|---|
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. | With limited resources, quality, speed, cost, and risk almost always compete with each other. Trade-off Analysis makes these tensions explicit and prevents decisions from producing hidden side effects. | 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. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 45-90 min | 1-3 h | 45-120 min | 30-90 min |
Participantsdifferent | 2-8 | 4-10 | 2-8 | 1-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Decision Matrix, Scoring Rationale, Selected Option | Current-state map, Future-state map, Bottleneck list | Trade-off Matrix, Criteria List, Decision Rationale, Accepted Downsides | Decision Tree, Option Map, Assumption List |
Tagsno overlap | DecisionCriteriaScoringTradeoffs | LeanFlowWasteDelivery | TradeoffsDecisionCriteriaOptions | DecisionTreeOptions |