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| Criterion |  Agile Story Splitting |  Delivery Value Stream Mapping |  Operations Causal Factor Analysis |  Systems Thinking Current Reality Tree |
|---|---|---|---|---|
Purposedifferent | When a story becomes too large for a clean flow, it breaks scope down along value and risk. It shapes the work into a form that ships earlier and is easier to verify. | 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 an event with a complicated course, the method breaks down the contributing factors along the timeline. It shows how conditions, decisions, and reactions together produce a course of events. | A Current Reality Tree condenses many symptoms into a few causal chains. The method makes visible which core problems drive several negative effects at once. |
Complexitydifferent | Medium | Medium | High | High |
Timedifferent | 30-60 min | 1-3 h | 2-6 h | 2-6 h |
Participantsdifferent | 2-6 | 4-10 | 3-10 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Smaller Stories, Acceptance Criteria, Split Rationale | Current-state map, Future-state map, Bottleneck list | Event Timeline, Causal Factor Chart, Cause List, Corrective Actions | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | BacklogIterationDelivery | LeanFlowWasteDelivery | CausalityIncidentRoot causeTimeline | Systems thinkingRoot causeConstraintsCausality |