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| Criterion |  Agile Story Splitting |  Delivery Value Stream Mapping |  Operations Waste Analysis |  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. | 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. | 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. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 30-60 min | 1-3 h | 45-120 min | 45-90 min |
Participantsdifferent | 2-6 | 4-10 | 2-8 | 2-5 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Smaller Stories, Acceptance Criteria, Split Rationale | Current-state map, Future-state map, Bottleneck list | Waste Map, Prioritized Waste, Improvement Backlog | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | BacklogIterationDelivery | LeanFlowWasteDelivery | WasteLeanProcess improvement | LeanProblem solvingCoachingOperations |