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| Criterion |  Delivery Monte Carlo Forecasting |  Operations Process Mapping |  Delivery Value Stream Mapping |  Operations Theory of Constraints |
|---|---|---|---|---|
Purposedifferent | 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. | With a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. | 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. | For a system that does not get faster despite effort, the method directs attention to the bottleneck. It concentrates improvement on the point that actually limits throughput. |
Complexitydifferent | High | Medium | Medium | High |
Timedifferent | 30-90 min Setup, danach laufend | 1-3 h | 1-3 h | 2-4 h Analyse, laufend |
Participantsdifferent | 1-8 | 3-10 | 4-10 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Forecast Percentiles, Throughput Dataset, Risk Communication | Process Map, Handoff List, Improvement Backlog | Current-state map, Future-state map, Bottleneck list | Constraint Map, Improvement Plan, Flow Metrics |
Tagsno overlap | ForecastingFlowDelivery | ProcessOperationsImprovement | LeanFlowWasteDelivery | OperationsConstraintsFlowImprovement |