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| Criterion |  Agile Story Splitting |  Delivery Value Stream Mapping |  Operations Kaizen Event |  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. | For a tightly scoped process segment with noticeable waste, the method bundles shared energy for change. It suits situations that call for fast learning loops and visible adjustments. | 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. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 30-60 min | 1-3 h | 0.5-5 Tage | Ongoing |
Participantsdifferent | 2-6 | 4-10 | 4-10 | 2-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Smaller Stories, Acceptance Criteria, Split Rationale | Current-state map, Future-state map, Bottleneck list | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Kanban board, WIP policies, Flow metrics |
Tagsno overlap | BacklogIterationDelivery | LeanFlowWasteDelivery | LeanContinuous improvementOperations | FlowVisual managementDelivery |