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| Criterion |  Engineering Kanban |  Operations Bottleneck Analysis |  Product Discovery Dual-Track Agile |  Delivery Value Stream Mapping |
|---|---|---|---|---|
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. | For a flow that backs up at one point, the method looks for the capacity limit with the greatest leverage. It explains why extra effort elsewhere barely improves throughput. | When uncertainty and delivery run in parallel, it separates learning work from implementation while keeping both connected. It prevents unvalidated ideas from falling directly into the delivery stream. | 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. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | Ongoing | 1-3 h | Laufend, Wochen bis Monate | 1-3 h |
Participantsdifferent | 2-12 | 3-8 | 4-10 | 4-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Discovery Backlog, Delivery Backlog, Experiment-Ergebnisse, Validierte Stories | Current-state map, Future-state map, Bottleneck list |
Tagsno overlap | FlowVisual managementDelivery | FlowMeasurementConstraints | AgileDiscoveryDelivery | LeanFlowWasteDelivery |