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| Criterion |  Delivery Value Stream Mapping |  Agile 4Ls Retrospective |  Engineering Kanban |  Agile Start Stop Continue |
|---|---|---|---|---|
Purposedifferent | 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 a sprint should not only be assessed but also learned from, it captures experience in clear learning categories. It records what worked, what's missing, and what should run differently next time. | 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. | When a team wants to deliberately adjust its working behavior, it makes habits visible and assessable. It focuses on concrete changes instead of diffuse mood. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 1-3 h | 45–75 min | Ongoing | 30-60 min |
Participantsdifferent | 4-10 | Team members involved | 2-12 | 3-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | 4Ls Board, Learning Themes, Improvement Actions | Kanban board, WIP policies, Flow metrics | Start Stop Continue Board, Improvement Actions |
Tagsno overlap | LeanFlowWasteDelivery | RetrospectiveLearningReflectionTeam | FlowVisual managementDelivery | RetrospectiveImprovementTeamReflection |