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| Criterion |  Engineering Kanban |  Delivery Value Stream Mapping |  Product Strategy KPI Tree |  Product Strategy Counter Metrics |
|---|---|---|---|---|
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. | When metrics across the organization drift apart, it arranges drivers and effects under one shared logic. It connects customer value, product logic, and decision priorities. The result is captured as a KPI tree and owner list. | When a headline metric could mask side effects, it adds guardrail signals against unwanted outcomes. It connects customer value, product logic, and decision priorities. The result is captured as a counter-metric list and guardrail definitions. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | Ongoing | 1-3 h | 90-180 min initial, dann laufend | 30-60 min |
Participantsdifferent | 2-12 | 4-10 | 3-8 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Current-state map, Future-state map, Bottleneck list | KPI Tree, Owner List | Counter Metric List, Guardrail Definitions |
Tagsno overlap | FlowVisual managementDelivery | LeanFlowWasteDelivery | MetricsStrategyAlignmentMeasurement | MetricsMeasurementStrategyExperiments |