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| Criterion |  Engineering Kanban |  Delivery Value Stream Mapping |  Delivery RAID Log |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
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. | Helps clarify scope, sequence, and delivery flow in concrete terms. It makes work, boundaries, and order steerable. The result is captured as a RAID Log and a source for status reporting. | When stakeholders appear to matter very differently, the Stakeholder Salience Model rates their actual priority through power, legitimacy, and urgency. It turns individual contributions into a visible selection. The result is captured as a Salience diagram and a class-based strategy. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | Ongoing | 1-3 h | 30 min Setup, dann laufend | 60-90 min |
Participantsdifferent | 2-12 | 4-10 | 1-3 maintaining, briefing for everyone | 3-6 |
Formatdifferent | Workshop + async | Workshop | Async | Workshop |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Current-state map, Future-state map, Bottleneck list | RAID Log, Status Report Source | Salience Diagram, Strategy per Class |
Tagsno overlap | FlowVisual managementDelivery | LeanFlowWasteDelivery | RiskTrackingStakeholdersGovernance | StakeholdersFacilitationAlignmentGovernance |