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| Criterion |  Engineering Kanban |  Knowledge Modeling Teach-back |  Delivery Value Stream 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. | Teach-back checks whether an explanation actually got through to the other person. The method makes misunderstandings visible early and strengthens shared understanding in advisory and learning situations. | 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 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 | 5-20 min | 1-3 h | 45-90 min |
Participantsdifferent | 2-12 | 2-8 | 4-10 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Understanding Check, Clarification Notes, Learning Gaps | Current-state map, Future-state map, Bottleneck list | Communication Plan, Channel Matrix, Message Cadence |
Tagsno overlap | FlowVisual managementDelivery | LearningUnderstandingCommunication | LeanFlowWasteDelivery | CommunicationStakeholdersDeliveryPlanning |