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| Criterion |  Delivery Value Stream Mapping |  Decision Making Decision Tree |  Agile WSJF |  Decision Making Constraint Analysis |
|---|---|---|---|---|
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. | 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 many tasks compete for the same capacity, it orders work by economic impact. It makes time lost, benefit, and effort comparable together. | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. |
Complexitydifferent | Medium | Medium | High | Low |
Timedifferent | 1-3 h | 30-90 min | 45-90 min | 30-90 min |
Participantsdifferent | 4-10 | 1-6 | 3-10 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | Decision Tree, Option Map, Assumption List | Ranked Backlog, Cost-of-Delay Assumptions | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries |
Tagsno overlap | LeanFlowWasteDelivery | DecisionTreeOptions | LeanEconomicsSequencePrioritization | ConstraintsDecisionPlanningOptions |