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| Criterion |  Delivery Value Stream Mapping |  Decision Making Risk Matrix |  Delivery Cost of Delay |  Engineering Kanban |
|---|---|---|---|---|
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 project faces many possible disruptions, it quickly becomes unclear which risks deserve attention first. It separates options, evaluation criteria, and open risks. The result is captured as a Risk Matrix and a Top Risk List. | 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. | 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. |
Complexitydifferent | Medium | Low | High | Medium |
Timedifferent | 1-3 h | 30-60 min | 90-180 min | Ongoing |
Participantsdifferent | 4-10 | 3-10 | 3-8 | 2-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | Risk Matrix, Top Risk List | CoD Table, Prioritization Sequence | Kanban board, WIP policies, Flow metrics |
Tagsno overlap | LeanFlowWasteDelivery | RiskDecisionPrioritizationAssessment | PrioritizationDeliveryEconomicsDecision | FlowVisual managementDelivery |