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| Criterion |  Operations Visual Management |  Delivery Cost of Delay |  Decision Making Assumption Surfacing |  Decision Making Risk Matrix |
|---|---|---|---|---|
Purposedifferent | With high tempo and many parallel topics, the method makes status, deviations, and priorities visible at a glance. It reduces search effort and prevents what matters from getting lost in daily work. | 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. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. | 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. |
Complexitydifferent | Low | High | Low | Low |
Timedifferent | Ongoing | 90-180 min | 45-90 min | 30-60 min |
Participantsdifferent | 1-20 | 3-8 | 2-8 | 3-10 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | CoD Table, Prioritization Sequence | Assumption List, Critical Assumptions, Learning Plan | Risk Matrix, Top Risk List |
Tagsno overlap | SignalsOperationsVisual management | PrioritizationDeliveryEconomicsDecision | AssumptionsRiskDecisionDiscovery | RiskDecisionPrioritizationAssessment |