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| Criterion |  Engineering Failure Scenario Analysis |  Delivery Value Stream Mapping |  Engineering Kanban |  Decision Making Pre-Mortem |
|---|---|---|---|---|
Purposedifferent | In critical processes, it is not enough to plan only for the normal case. Failure Scenario Analysis looks at the path into failure and shows which failures, chains, and control gaps cause the most damage. | 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 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. | In early initiatives with many uncertainties, planning quickly turns too optimistic. A pre-mortem makes the expected failure visible in advance and sharpens the view of causes, gaps, and countermeasures. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 1-3 h | 1-3 h | Ongoing | 20–45 min |
Participantsdifferent | 3-8 | 4-10 | 2-12 | Small cross-functional group |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Failure Scenarios, Risk Notes, Control Gaps, Test and Response Actions | Current-state map, Future-state map, Bottleneck list | Kanban board, WIP policies, Flow metrics | Risk list, Mitigation plan, Assumption log |
Tagsno overlap | FailureResilienceRisk | LeanFlowWasteDelivery | FlowVisual managementDelivery | RiskDecisionFailurePlanning |