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| Criterion |  Engineering Kanban |  Agile WSJF |  Decision Making Three-Point Estimation |  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. | 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 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 | Medium | Medium |
Timedifferent | Ongoing | 45-90 min | 10-30 min je Item | 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 | Three-Point Estimate, Risk Range, Assumption Notes | Current-state map, Future-state map, Bottleneck list |
Tagsno overlap | FlowVisual managementDelivery | LeanEconomicsSequencePrioritization | EstimationUncertaintyForecasting | LeanFlowWasteDelivery |