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