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| Criterion |  Operations Waste Analysis |  Delivery MoSCoW |  Decision Making Risk Matrix |  Decision Making Pre-Mortem |
|---|---|---|---|---|
Purposedifferent | For a process that keeps people busy but creates little value, the method exposes waste. It directs attention to unnecessary movement, waiting times, rework, and overdelivery. | When a release carries too many demands and priorities are only ever negotiated, MoSCoW creates clear boundaries for the next cut. Must, Should, Could, and Won't make commitment, room for maneuver, and trade-off logic visible to everyone involved. | 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. | 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. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 45-120 min | 30-90 min | 30-60 min | 20–45 min |
Participantsdifferent | 2-8 | 3-12 | 3-10 | Small cross-functional group |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Waste Map, Prioritized Waste, Improvement Backlog | Prioritized Backlog, Release Scope, Tradeoff Notes | Risk Matrix, Top Risk List | Risk list, Mitigation plan, Assumption log |
Tagsno overlap | WasteLeanProcess improvement | PrioritizationScopeDecision | RiskDecisionPrioritizationAssessment | RiskDecisionFailurePlanning |