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| Criterion |  Engineering Kanban |  Delivery Value Stream Mapping |  Product Strategy KPI Tree |  Engineering Goal Question Metric |
|---|---|---|---|---|
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. | Helps clarify technical problems, hypotheses, and next steps in concrete terms. It breaks a technical problem into testable parts. The result is captured as a GQM table and metric briefs. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | Ongoing | 1-3 h | 90-180 min initial, dann laufend | 90-180 min |
Participantsdifferent | 2-12 | 4-10 | 3-8 | 3-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Current-state map, Future-state map, Bottleneck list | KPI Tree, Owner List | GQM Table, Metric Profiles |
Tagsno overlap | FlowVisual managementDelivery | LeanFlowWasteDelivery | MetricsStrategyAlignmentMeasurement | MetricsMeasurementEngineeringAlignment |