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| Criterion |  Operations PDCA Cycle |  Delivery Value Stream Mapping |  Facilitation Power Interest Grid |  Delivery Communication Plan |
|---|---|---|---|---|
Purposedifferent | For an improvement that still has to prove itself in everyday work, the method runs it through small learning loops. It connects planning, checking, and standardization into a repeatable learning mode. | 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 stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. | 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 | Low | Medium | Low | Low |
Timedifferent | 1 h bis mehrere Wochen | 1-3 h | 30-60 min | 45-90 min |
Participantsdifferent | 1-8 | 4-10 | 2-8 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Current-state map, Future-state map, Bottleneck list | Power Interest Grid, Strategy per Stakeholder | Communication Plan, Channel Matrix, Message Cadence |
Tagsno overlap | Continuous improvementLeanExperiments | LeanFlowWasteDelivery | StakeholdersFacilitationAlignmentPlanning | CommunicationStakeholdersDeliveryPlanning |