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| Criterion |  Agile Story Splitting |  Delivery Value Stream Mapping |  Engineering Kanban |  Operations Waste Analysis |
|---|---|---|---|---|
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 process that keeps people busy but creates little value, the method exposes waste. It directs attention to unnecessary movement, waiting times, rework, and overdelivery. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 30-60 min | 1-3 h | Ongoing | 45-120 min |
Participantsdifferent | 2-6 | 4-10 | 2-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Smaller Stories, Acceptance Criteria, Split Rationale | Current-state map, Future-state map, Bottleneck list | Kanban board, WIP policies, Flow metrics | Waste Map, Prioritized Waste, Improvement Backlog |
Tagsno overlap | BacklogIterationDelivery | LeanFlowWasteDelivery | FlowVisual managementDelivery | WasteLeanProcess improvement |