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| Criterion |  Agile Story Splitting |  Delivery Value Stream Mapping |  Engineering Kanban |  Operations A3 Problem Solving |
|---|---|---|---|---|
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 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 complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 30-60 min | 1-3 h | Ongoing | 45-90 min |
Participantsdifferent | 2-6 | 4-10 | 2-12 | 2-5 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Smaller Stories, Acceptance Criteria, Split Rationale | Current-state map, Future-state map, Bottleneck list | Kanban board, WIP policies, Flow metrics | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | BacklogIterationDelivery | LeanFlowWasteDelivery | FlowVisual managementDelivery | LeanProblem solvingCoachingOperations |