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| Criterion |  Engineering Kanban |  Agile Story Splitting |  Agile Scrum |  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 a team needs to work in a fixed delivery rhythm, it stabilizes cadence, responsibility, and feedback loops. It makes collaboration reliable across sprint boundaries. | 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 | 1-4 Wochen je Sprint, laufend | 1-3 h |
Participantsdifferent | 2-12 | 2-6 | 3-10 (Scrum Team) | 4-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Smaller Stories, Acceptance Criteria, Split Rationale | Product Backlog, Sprint Backlog, Increment, Sprint Goal | Current-state map, Future-state map, Bottleneck list |
Tagsno overlap | FlowVisual managementDelivery | BacklogIterationDelivery | AgileIterationCadence | LeanFlowWasteDelivery |