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| Criterion |  Engineering Kanban |  Agile Story Splitting |  Product Discovery Dual-Track Agile |  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 a story becomes too large for a clean flow, it breaks scope down along value and risk. It shapes the work into a form that ships earlier and is easier to verify. | When uncertainty and delivery run in parallel, it separates learning work from implementation while keeping both connected. It prevents unvalidated ideas from falling directly into the delivery stream. | 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 | 30-60 min | Laufend, Wochen bis Monate | 1-3 h |
Participantsdifferent | 2-12 | 2-6 | 4-10 | 4-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Smaller Stories, Acceptance Criteria, Split Rationale | Discovery Backlog, Delivery Backlog, Experiment-Ergebnisse, Validierte Stories | Current-state map, Future-state map, Bottleneck list |
Tags1 shared | FlowVisual managementDelivery | BacklogIterationDelivery | AgileDiscoveryDelivery | LeanFlowWasteDelivery |