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| Criterion |  Engineering Kanban |  Delivery Value Stream Mapping |  Delivery Cost of Delay |  Agile WSJF |
|---|---|---|---|---|
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 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, order, and delivery flow in concrete terms. It makes work, constraints, and sequence manageable. The result is captured as a Cost of Delay table and prioritization sequence. | When many tasks compete for the same capacity, it orders work by economic impact. It makes time lost, benefit, and effort comparable together. |
Complexitydifferent | Medium | Medium | High | High |
Timedifferent | Ongoing | 1-3 h | 90-180 min | 45-90 min |
Participantsdifferent | 2-12 | 4-10 | 3-8 | 3-10 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Current-state map, Future-state map, Bottleneck list | CoD Table, Prioritization Sequence | Ranked Backlog, Cost-of-Delay Assumptions |
Tagsno overlap | FlowVisual managementDelivery | LeanFlowWasteDelivery | PrioritizationDeliveryEconomicsDecision | LeanEconomicsSequencePrioritization |