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| Criterion |  Engineering Kanban |  Decision Making Pre-Mortem |  Product Discovery Assumption Mapping |  Delivery Communication Plan |
|---|---|---|---|---|
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. | 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. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. | 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. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | Ongoing | 20–45 min | 45-60 min | 45-90 min |
Participantsdifferent | 2-12 | Small cross-functional group | 2-8 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Risk list, Mitigation plan, Assumption log | Assumption map, Test backlog, Risk ranking | Communication Plan, Channel Matrix, Message Cadence |
Tagsno overlap | FlowVisual managementDelivery | RiskDecisionFailurePlanning | AssumptionsRiskExperimentsValidation | CommunicationStakeholdersDeliveryPlanning |