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| Criterion |  Agile Story Splitting |  Delivery Value Stream Mapping |  Operations Gemba Walk |  Engineering Kanban |
|---|---|---|---|---|
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. | When there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. | 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 | Low | Medium |
Timedifferent | 30-60 min | 1-3 h | 30-120 min | Ongoing |
Participantsdifferent | 2-6 | 4-10 | 2-6 | 2-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Smaller Stories, Acceptance Criteria, Split Rationale | Current-state map, Future-state map, Bottleneck list | Observation Notes, Improvement Ideas | Kanban board, WIP policies, Flow metrics |
Tagsno overlap | BacklogIterationDelivery | LeanFlowWasteDelivery | LeanObservationProcessOperations | FlowVisual managementDelivery |