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| Criterion |  Engineering Kanban |  Delivery Value Stream Mapping |  Decision Making Option Framing |  Business Strategy TOWS Matrix |
|---|---|---|---|---|
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. | In early decisions, alternatives are often still vague, incomplete, or blended together. Option Framing brings every possibility into a comparable form and makes visible which variant actually fits the question. | The TOWS Matrix connects internal strengths and weaknesses with external opportunities and threats into action-oriented strategies. It goes a step further than a pure stocktaking. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | Ongoing | 1-3 h | 45-120 min | 1-2 h |
Participantsdifferent | 2-12 | 4-10 | 3-8 | 3-10 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Current-state map, Future-state map, Bottleneck list | Option Frames, Assumption Notes, Comparable Shortlist, Decision Inputs | TOWS Matrix, Strategic Options, Priority Actions |
Tagsno overlap | FlowVisual managementDelivery | LeanFlowWasteDelivery | OptionsDecision framingStrategyComparison | StrategyAnalysisOptions |