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| Criterion |  Delivery Value Stream Mapping |  Product Strategy Impact Mapping |  Facilitation Stakeholder Salience Model |  Delivery Communication Plan |
|---|---|---|---|---|
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 a goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. | When stakeholders appear to matter very differently, the Stakeholder Salience Model rates their actual priority through power, legitimacy, and urgency. It turns individual contributions into a visible selection. The result is captured as a Salience diagram and a class-based 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 | Medium | Medium | Medium | Low |
Timedifferent | 1-3 h | 45-90 min | 60-90 min | 45-90 min |
Participantsdifferent | 4-10 | 3-8 | 3-6 | 2-6 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | Impact Map, Outcome Hypotheses, Delivery Options | Salience Diagram, Strategy per Class | Communication Plan, Channel Matrix, Message Cadence |
Tagsno overlap | LeanFlowWasteDelivery | OutcomesStrategyBehaviorPlanning | StakeholdersFacilitationAlignmentGovernance | CommunicationStakeholdersDeliveryPlanning |