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| Criterion |  Product Discovery Kano Model |  Delivery Value Stream Mapping |  Agile WSJF |  Engineering Kanban |
|---|---|---|---|---|
Purposedifferent | When features need to be distinguished by their effect on satisfaction, it makes expectations and surprises comparable. It separates basic needs, performance contribution, and delight. | 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 many tasks compete for the same capacity, it orders work by economic impact. It makes time lost, benefit, and effort comparable together. | 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. |
Complexitydifferent | Medium | Medium | High | Medium |
Timedifferent | 1-2 Tage | 1-3 h | 45-90 min | Ongoing |
Participantsdifferent | 10-50 | 4-10 | 3-10 | 2-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Kano Matrix, Feature Classes, Priority Themes | Current-state map, Future-state map, Bottleneck list | Ranked Backlog, Cost-of-Delay Assumptions | Kanban board, WIP policies, Flow metrics |
Tagsno overlap | SatisfactionPrioritizationCustomer | LeanFlowWasteDelivery | LeanEconomicsSequencePrioritization | FlowVisual managementDelivery |