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| Criterion |  Engineering Kanban |  Business Strategy Value Chain Analysis |  Business Strategy GAP Analysis |  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. | Value Chain Analysis shows where value is created, costs accrue, and differentiation becomes possible along the process. It compares strengths, risks, market logic, and courses of action. The result is captured as a value-chain map and lever list. | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are missing. | 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 | High | Medium | Low |
Timedifferent | Ongoing | Half day | 1-3 h | 45-90 min |
Participantsdifferent | 2-12 | 3-8 | 2-8 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Value Chain Map, Lever List | Gap Matrix, Action Plan, Risk Notes | Communication Plan, Channel Matrix, Message Cadence |
Tagsno overlap | FlowVisual managementDelivery | StrategyBusiness modelDiagnosisAnalysis | StrategyAnalysisPlanning | CommunicationStakeholdersDeliveryPlanning |