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| Criterion |  Engineering Kanban |  Delivery Value Stream Mapping |  Knowledge Modeling Knowledge Mapping |  Knowledge Modeling Concept 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 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. | Knowledge Mapping makes knowledge, gaps, and transfer paths visible across a field. It fits when expertise should not just exist but also be findable and transferable. | Concept Mapping arranges terms and relationships in a network that makes subject-matter connections tangible. It fits when a topic needs to be understood structurally rather than linearly. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | Ongoing | 1-3 h | 1-3 h | 1-2 h |
Participantsdifferent | 2-12 | 4-10 | 3-12 | 1-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Current-state map, Future-state map, Bottleneck list | Knowledge Map, Critical Knowledge Areas, Transfer Plan | Concept Map, Relationship Labels, Knowledge Gaps |
Tagsno overlap | FlowVisual managementDelivery | LeanFlowWasteDelivery | KnowledgeMappingRisk | KnowledgeConceptsMappingSensemaking |