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| Criterion |  Engineering Kanban |  Business Strategy Value Chain Analysis |  Facilitation Alignment 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. | Value Chain Analysis shows where value is created, costs accrue, and differentiation becomes possible along the process. It compares strengths, risks, market logic, and courses of action. The result is captured as a value-chain map and lever list. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. |
Complexitydifferent | Medium | High | Medium |
Timedifferent | Ongoing | Half day | 1-2 h |
Participantsdifferent | 2-12 | 3-8 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Value Chain Map, Lever List | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | FlowVisual managementDelivery | StrategyBusiness modelDiagnosisAnalysis | AlignmentStakeholdersStrategyFacilitation |
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