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| Criterion |  Agile Story Points |  Delivery Value Stream Mapping |  Engineering Kanban |  Operations Bottleneck Analysis |
|---|---|---|---|---|
Purposedifferent | When teams want to rate complexity rather than hours, it creates a shared, relative scale. It sorts work by value, risk, and delivery ability. The result is captured as Point Estimates, Reference Stories, and Velocity Data. | 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 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. | For a flow that backs up at one point, the method looks for the capacity limit with the greatest leverage. It explains why extra effort elsewhere barely improves throughput. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | laufend, 1-5 min je Item | 1-3 h | Ongoing | 1-3 h |
Participantsdifferent | 3-9 | 4-10 | 2-12 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Point Estimates, Reference Stories, Velocity Data | Current-state map, Future-state map, Bottleneck list | Kanban board, WIP policies, Flow metrics | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures |
Tagsno overlap | EstimationAgileMeasurement | LeanFlowWasteDelivery | FlowVisual managementDelivery | FlowMeasurementConstraints |