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| Criterion |  Engineering Kanban |  Product Discovery Dual-Track Agile |  Delivery Value Stream Mapping |  Operations 5 Whys |
|---|---|---|---|---|
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. | 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. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | Ongoing | Laufend, Wochen bis Monate | 1-3 h | 15-30 min |
Participantsdifferent | 2-12 | 4-10 | 4-10 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Discovery Backlog, Delivery Backlog, Experiment-Ergebnisse, Validierte Stories | Current-state map, Future-state map, Bottleneck list | Root cause notes, Countermeasures |
Tagsno overlap | FlowVisual managementDelivery | AgileDiscoveryDelivery | LeanFlowWasteDelivery | Root causeIncidentLeanProblem solving |