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| Criterion |  Engineering Kanban |  Product Strategy Lean Canvas |  Systems Thinking Evaporating Cloud |  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 an early product bet still has too many open points, it brings target group, problem, and assumptions into a single view. It condenses the idea so core risks become nameable. | The method makes visible why two seemingly incompatible demands arise and which assumption must be tested to resolve the conflict. | 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 | 45-90 min | 60-120 min | 1-3 h |
Participantsdifferent | 2-12 | 1-6 | 2-8 | 4-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Lean Canvas, Core Assumptions, Experiment Backlog | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | Current-state map, Future-state map, Bottleneck list |
Tagsno overlap | FlowVisual managementDelivery | StartupLeanAssumptionsBusiness model | Theory of ConstraintsAssumptionsSystems thinking | LeanFlowWasteDelivery |