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| Criterion |  Operations Waste Analysis |  Decision Making Pre-Mortem |  Delivery Communication Plan |  Delivery Value Stream Mapping |
|---|---|---|---|---|
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. | 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 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. | 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. |
Complexitydifferent | Low | Low | Low | Medium |
Timedifferent | 45-120 min | 20–45 min | 45-90 min | 1-3 h |
Participantsdifferent | 2-8 | Small cross-functional group | 2-6 | 4-10 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Waste Map, Prioritized Waste, Improvement Backlog | Risk list, Mitigation plan, Assumption log | Communication Plan, Channel Matrix, Message Cadence | Current-state map, Future-state map, Bottleneck list |
Tagsno overlap | WasteLeanProcess improvement | RiskDecisionFailurePlanning | CommunicationStakeholdersDeliveryPlanning | LeanFlowWasteDelivery |