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| Criterion |  Engineering Kanban |  Delivery Communication Plan |  Decision Making Pre-Mortem |  Delivery Cost of Delay |
|---|---|---|---|---|
Purposedifferent | 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. | 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. | 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. | Helps clarify scope, order, and delivery flow in concrete terms. It makes work, constraints, and sequence manageable. The result is captured as a Cost of Delay table and prioritization sequence. |
Complexitydifferent | Medium | Low | Low | High |
Timedifferent | Ongoing | 45-90 min | 20–45 min | 90-180 min |
Participantsdifferent | 2-12 | 2-6 | Small cross-functional group | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Communication Plan, Channel Matrix, Message Cadence | Risk list, Mitigation plan, Assumption log | CoD Table, Prioritization Sequence |
Tagsno overlap | FlowVisual managementDelivery | CommunicationStakeholdersDeliveryPlanning | RiskDecisionFailurePlanning | PrioritizationDeliveryEconomicsDecision |