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| Criterion |  Engineering Kanban |  Product Strategy Lean Canvas |  Delivery Value Stream Mapping |  Delivery Monte Carlo Forecasting |
|---|---|---|---|---|
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. | 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. | Helps clarify scope, sequence, and delivery flow in concrete terms. It makes work, boundaries, and order steerable. The result is captured as Forecast Percentiles, Throughput Dataset, and Risk Communication. |
Complexitydifferent | Medium | Medium | Medium | High |
Timedifferent | Ongoing | 45-90 min | 1-3 h | 30-90 min Setup, danach laufend |
Participantsdifferent | 2-12 | 1-6 | 4-10 | 1-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Lean Canvas, Core Assumptions, Experiment Backlog | Current-state map, Future-state map, Bottleneck list | Forecast Percentiles, Throughput Dataset, Risk Communication |
Tagsno overlap | FlowVisual managementDelivery | StartupLeanAssumptionsBusiness model | LeanFlowWasteDelivery | ForecastingFlowDelivery |