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| Criterion |  Operations Time Blocking |  Delivery Value Stream Mapping |  Delivery Communication Plan |  Engineering Kanban |
|---|---|---|---|---|
Purposedifferent | With a calendar that grows on request, the method makes available time explicit again. It combines appointments, focus work, and buffer into a more realistic day structure. | 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 many people need to be informed in parallel and messages would otherwise arrive unevenly or too late, a Communication Plan orders communication reliably. Channels, audiences, and cadences interlock so important information doesn't get lost. | 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 | Low | Medium | Low | Medium |
Timedifferent | 15-30 min Planung, laufend | 1-3 h | 45-90 min | Ongoing |
Participantsdifferent | 1 | 4-10 | 2-6 | 2-12 |
Formatdifferent | Async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Blocked Calendar, Capacity View, Focus Plan | Current-state map, Future-state map, Bottleneck list | Communication Plan, Channel Matrix, Message Cadence | Kanban board, WIP policies, Flow metrics |
Tagsno overlap | PlanningTime managementFocus | LeanFlowWasteDelivery | CommunicationStakeholdersDeliveryPlanning | FlowVisual managementDelivery |