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| Criterion |  Operations Change Analysis |  Delivery Value Stream Mapping |  Engineering Kanban |  Delivery Monte Carlo Forecasting |
|---|---|---|---|---|
Purposedifferent | For a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. | 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 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. | Helps clarify scope, sequence, and delivery flow in concrete terms. It makes work, boundaries, and order steerable. The result is captured as Forecast Percentiles, Throughput Dataset, and Risk Communication. |
Complexitydifferent | Medium | Medium | Medium | High |
Timedifferent | 45-120 min | 1-3 h | Ongoing | 30-90 min Setup, danach laufend |
Participantsdifferent | 2-6 | 4-10 | 2-12 | 1-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Current-state map, Future-state map, Bottleneck list | Kanban board, WIP policies, Flow metrics | Forecast Percentiles, Throughput Dataset, Risk Communication |
Tagsno overlap | ChangeRoot causeTroubleshootingComparison | LeanFlowWasteDelivery | FlowVisual managementDelivery | ForecastingFlowDelivery |