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| Criterion |  Engineering Kanban |  Agile WSJF |  Delivery Monte Carlo Forecasting |  Delivery Value Stream Mapping |
|---|---|---|---|---|
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 many tasks compete for the same capacity, it orders work by economic impact. It makes time lost, benefit, and effort comparable together. | Helps clarify scope, sequence, and delivery flow in concrete terms. It makes work, boundaries, and order steerable. The result is captured as Forecast Percentiles, Throughput Dataset, and Risk Communication. | 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. |
Complexitydifferent | Medium | High | High | Medium |
Timedifferent | Ongoing | 45-90 min | 30-90 min Setup, danach laufend | 1-3 h |
Participantsdifferent | 2-12 | 3-10 | 1-8 | 4-10 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Ranked Backlog, Cost-of-Delay Assumptions | Forecast Percentiles, Throughput Dataset, Risk Communication | Current-state map, Future-state map, Bottleneck list |
Tagsno overlap | FlowVisual managementDelivery | LeanEconomicsSequencePrioritization | ForecastingFlowDelivery | LeanFlowWasteDelivery |