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| Criterion |  Delivery Value Stream Mapping |  Systems Thinking Future Reality Tree |  Decision Making OODA Loop |  Delivery Cost of Delay |
|---|---|---|---|---|
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. | A Future Reality Tree shows how desired actions are meant to lead to a better system state. The method checks whether a path of change holds together logically before time flows into implementation. | In dynamic situations, decisions become outdated faster than they can be prepared. The OODA Loop holds observing, orienting, deciding, and acting together as a recurring rhythm so reaction does not slide into inertia. | Helps clarify scope, order, and delivery flow in concrete terms. It makes work, constraints, and sequence manageable. The result is captured as a Cost of Delay table and prioritization sequence. |
Complexitydifferent | Medium | High | Medium | High |
Timedifferent | 1-3 h | 2-4 h | 15-60 min je Zyklus | 90-180 min |
Participantsdifferent | 4-10 | 3-8 | 1-8 | 3-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Situation Assessment, Decision Loop, Action Updates | CoD Table, Prioritization Sequence |
Tagsno overlap | LeanFlowWasteDelivery | Theory of ConstraintsSystems thinkingChange | DecisionChangeLearningStrategy | PrioritizationDeliveryEconomicsDecision |