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| Criterion |  Delivery Value Stream Mapping |  Decision Making DACI |  Decision Making Decision Rights Mapping |  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. | In cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. | 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 | 30-60 min | 90-180 min | Ongoing |
Participantsdifferent | 4-10 | 2-10 | 4-12 | 2-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | DACI Matrix, Decision Owner, Decision Log | Decision Rights Matrix, Agreement | Kanban board, WIP policies, Flow metrics |
Tagsno overlap | LeanFlowWasteDelivery | DecisionRolesGovernanceAlignment | DecisionGovernanceAlignmentResponsibility | FlowVisual managementDelivery |