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| Criterion |  Engineering Kanban |  Knowledge Modeling Feynman Technique |  Delivery Value Stream Mapping |  Agile 4Ls Retrospective |
|---|---|---|---|---|
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 Feynman Technique checks understanding by explaining a topic so that it stays easy for others to understand. It makes knowledge gaps visible before they become costly in everyday work. | 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 a sprint should not only be assessed but also learned from, it captures experience in clear learning categories. It records what worked, what's missing, and what should run differently next time. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | Ongoing | 20-60 min | 1-3 h | 45–75 min |
Participantsdifferent | 2-12 | 1 | 4-10 | Team members involved |
Formatdifferent | Workshop + async | Async | Workshop | Workshop |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Plain-language Explanation, Knowledge Gaps, Study Notes | Current-state map, Future-state map, Bottleneck list | 4Ls Board, Learning Themes, Improvement Actions |
Tagsno overlap | FlowVisual managementDelivery | LearningKnowledgeUnderstanding | LeanFlowWasteDelivery | RetrospectiveLearningReflectionTeam |