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| Criterion |  Delivery Value Stream Mapping |  Decision Making Pre-Mortem |  Product Discovery Assumption Mapping |  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. | In early initiatives with many uncertainties, planning quickly turns too optimistic. A pre-mortem makes the expected failure visible in advance and sharpens the view of causes, gaps, and countermeasures. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. | 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 | Low | Medium | Low |
Timedifferent | 1-3 h | 20–45 min | 45-60 min | 45-90 min |
Participantsdifferent | 4-10 | Small cross-functional group | 2-8 | 2-6 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | Risk list, Mitigation plan, Assumption log | Assumption map, Test backlog, Risk ranking | Communication Plan, Channel Matrix, Message Cadence |
Tagsno overlap | LeanFlowWasteDelivery | RiskDecisionFailurePlanning | AssumptionsRiskExperimentsValidation | CommunicationStakeholdersDeliveryPlanning |