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| Criterion |  Delivery MoSCoW |  Delivery Value Stream Mapping |  Engineering Kanban |  Decision Making Risk Matrix |
|---|---|---|---|---|
Purposedifferent | When a release carries too many demands and priorities are only ever negotiated, MoSCoW creates clear boundaries for the next cut. Must, Should, Could, and Won't make commitment, room for maneuver, and trade-off logic visible to everyone involved. | 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 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 a project faces many possible disruptions, it quickly becomes unclear which risks deserve attention first. It separates options, evaluation criteria, and open risks. The result is captured as a Risk Matrix and a Top Risk List. |
Complexitydifferent | Low | Medium | Medium | Low |
Timedifferent | 30-90 min | 1-3 h | Ongoing | 30-60 min |
Participantsdifferent | 3-12 | 4-10 | 2-12 | 3-10 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Prioritized Backlog, Release Scope, Tradeoff Notes | Current-state map, Future-state map, Bottleneck list | Kanban board, WIP policies, Flow metrics | Risk Matrix, Top Risk List |
Tagsno overlap | PrioritizationScopeDecision | LeanFlowWasteDelivery | FlowVisual managementDelivery | RiskDecisionPrioritizationAssessment |