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| Criterion |  Engineering Kanban |  Delivery Value Stream Mapping |  Decision Making Three-Point Estimation |  Agile NoEstimates |
|---|---|---|---|---|
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. | A single estimate for effort, time, or risk often looks too smooth for the real uncertainty behind it. It separates options, evaluation criteria, and open risks. The result is captured as a Three-Point Estimate, Risk Range, and Assumption Notes. | When estimating slows a team down more than it helps, it shifts the focus to flow, small slices, and real lead time. It sorts work by value, risk, and delivery ability. The result is captured as Throughput Data, Flow Forecast, and Slicing Rules. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | Ongoing | 1-3 h | 10-30 min je Item | laufend |
Participantsdifferent | 2-12 | 4-10 | 1-8 | 2-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Current-state map, Future-state map, Bottleneck list | Three-Point Estimate, Risk Range, Assumption Notes | Throughput Data, Flow Forecast, Slicing Rules |
Tagsno overlap | FlowVisual managementDelivery | LeanFlowWasteDelivery | EstimationUncertaintyForecasting | EstimationForecastingFlow |