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| Criterion |  Engineering Kanban |  Systems Thinking Intervention Mapping |  Systems Thinking Systems Mapping |  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. | Intervention Mapping translates a need for change into a planned, evaluable program. The method connects target group, determinants, actions, and measurement into a traceable chain. | Systems Mapping arranges elements, relationships, and boundaries so a complex field becomes legible at a glance. The overview stabilizes the overall picture before detail work or steering begins. | 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. |
Complexitydifferent | Medium | High | Medium | Medium |
Timedifferent | Ongoing | 1-5 Tage | 1-3 h | 1-3 h |
Participantsdifferent | 2-12 | 4-12 | 3-12 | 4-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | System Map, Dependencies, Leverage Points | Current-state map, Future-state map, Bottleneck list |
Tagsno overlap | FlowVisual managementDelivery | ChangeSystems thinkingCapability | Systems thinkingMappingBoundariesChange | LeanFlowWasteDelivery |