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| Criterion |  Engineering Kanban |  Product Discovery Assumption Mapping |  Business Strategy Value Chain Analysis |
|---|---|---|---|
Purposedifferent | 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. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. | Value Chain Analysis shows where value is created, costs accrue, and differentiation becomes possible along the process. It compares strengths, risks, market logic, and courses of action. The result is captured as a value-chain map and lever list. |
Complexitydifferent | Medium | Medium | High |
Timedifferent | Ongoing | 45-60 min | Half day |
Participantsdifferent | 2-12 | 2-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Assumption map, Test backlog, Risk ranking | Value Chain Map, Lever List |
Tagsno overlap | FlowVisual managementDelivery | AssumptionsRiskExperimentsValidation | StrategyBusiness modelDiagnosisAnalysis |
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