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| Criterion |  Engineering Kanban |  Delivery Value Stream Mapping |  Agile Planning Poker |
|---|---|---|---|
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 estimates within the team diverge too much, it puts differing expectations on a common test bench. It separates rough complexity from unspoken assumptions. |
Complexitydifferent | Medium | Medium | Low |
Timedifferent | Ongoing | 1-3 h | 2-5 min je Item |
Participantsdifferent | 2-12 | 4-10 | 3-9 |
Formatdifferent | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Current-state map, Future-state map, Bottleneck list | Relative Estimates, Assumption Notes, Split Candidates |
Tagsno overlap | FlowVisual managementDelivery | LeanFlowWasteDelivery | EstimationAgileRelative sizingTeam |
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