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| Criterion |  Engineering Kanban |  Systems Thinking Evaporating Cloud |  Innovation Lean Startup |  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. | The method makes visible why two seemingly incompatible demands arise and which assumption must be tested to resolve the conflict. | For uncertain business assumptions, the method forces the idea into contact with real market reactions early. It separates wishful picture, assumption, and observable behavior, so that learning becomes faster than planning. This translates uncertainty into measurable insight. | 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 | 60-120 min | Wochen bis Monate je Lernzyklus | 1-3 h |
Participantsdifferent | 2-12 | 2-8 | 2-8 | 4-10 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Current-state map, Future-state map, Bottleneck list |
Tagsno overlap | FlowVisual managementDelivery | Theory of ConstraintsAssumptionsSystems thinking | LeanStartupValidationMVP | LeanFlowWasteDelivery |