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| Criterion |  Delivery Value Stream Mapping |  Delivery Communication Plan |  Decision Making Decision Tree |  Engineering Kanban |
|---|---|---|---|---|
Purposedifferent | 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. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | 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. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | 1-3 h | 45-90 min | 30-90 min | Ongoing |
Participantsdifferent | 4-10 | 2-6 | 1-6 | 2-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | Communication Plan, Channel Matrix, Message Cadence | Decision Tree, Option Map, Assumption List | Kanban board, WIP policies, Flow metrics |
Tagsno overlap | LeanFlowWasteDelivery | CommunicationStakeholdersDeliveryPlanning | DecisionTreeOptions | FlowVisual managementDelivery |