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| Criterion |  Engineering Failure Scenario Analysis |  Delivery Value Stream Mapping |  Decision Making PERT Estimation |  Engineering Kanban |
|---|---|---|---|---|
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. | On complex initiatives, a plain average tends to understate just how uncertain the outcome really is. It separates options, evaluation criteria, and open risks. The result is captured as a PERT Estimate, Expected Value, and Risk Notes. | 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 | 1-3 h | 1-3 h | 15-45 min | Ongoing |
Participantsdifferent | 3-8 | 4-10 | 1-8 | 2-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Failure Scenarios, Risk Notes, Control Gaps, Test and Response Actions | Current-state map, Future-state map, Bottleneck list | PERT Estimate, Expected Value, Risk Notes | Kanban board, WIP policies, Flow metrics |
Tagsno overlap | FailureResilienceRisk | LeanFlowWasteDelivery | EstimationUncertaintyRisk | FlowVisual managementDelivery |