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| Criterion |  Engineering Kanban |  Product Discovery Dual-Track Agile |  Operations A3 Problem Solving |  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. | 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. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | 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 | Laufend, Wochen bis Monate | 45-90 min | 1-3 h |
Participantsdifferent | 2-12 | 4-10 | 2-5 | 4-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Discovery Backlog, Delivery Backlog, Experiment-Ergebnisse, Validierte Stories | A3 Report, Action Plan, Root Cause Analysis | Current-state map, Future-state map, Bottleneck list |
Tagsno overlap | FlowVisual managementDelivery | AgileDiscoveryDelivery | LeanProblem solvingCoachingOperations | LeanFlowWasteDelivery |