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| Criterion |  Delivery Value Stream Mapping |  Engineering Kanban |  Decision Making Decision Matrix |  Decision Making Trade-off 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. | 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. | When several options collide with several criteria, comparison quickly becomes subjective. A Decision Matrix makes the trade-off visible and brings weighting, criteria, and options into a shared logic. | With limited resources, quality, speed, cost, and risk almost always compete with each other. Trade-off Analysis makes these tensions explicit and prevents decisions from producing hidden side effects. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 1-3 h | Ongoing | 45-90 min | 45-120 min |
Participantsdifferent | 4-10 | 2-12 | 2-8 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | Kanban board, WIP policies, Flow metrics | Decision Matrix, Scoring Rationale, Selected Option | Trade-off Matrix, Criteria List, Decision Rationale, Accepted Downsides |
Tagsno overlap | LeanFlowWasteDelivery | FlowVisual managementDelivery | DecisionCriteriaScoringTradeoffs | TradeoffsDecisionCriteriaOptions |