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| Criterion |  Engineering Kanban |  Facilitation Consensus Workshop |  Delivery Value Stream Mapping |  Facilitation Alignment 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. | When a group needs a solid decision without outvoting individual factions, a Consensus Workshop creates a negotiable common ground. It makes agreement, reservations, and open tensions discussable at the same time. | 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 several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | Ongoing | 1-3 h | 1-3 h | 1-2 h |
Participantsdifferent | 2-12 | 5-30 | 4-10 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Consensus Clusters, Theme Titles, Priority Areas | Current-state map, Future-state map, Bottleneck list | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | FlowVisual managementDelivery | FacilitationConsensusWorkshopAlignment | LeanFlowWasteDelivery | AlignmentStakeholdersStrategyFacilitation |