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| Criterion |  Delivery Value Stream Mapping |  Decision Making Assumption Surfacing |  Engineering Kanban |  Product Discovery Dual-Track Agile |
|---|---|---|---|---|
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. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. | 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 uncertainty and delivery run in parallel, it separates learning work from implementation while keeping both connected. It prevents unvalidated ideas from falling directly into the delivery stream. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | 1-3 h | 45-90 min | Ongoing | Laufend, Wochen bis Monate |
Participantsdifferent | 4-10 | 2-8 | 2-12 | 4-10 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | Assumption List, Critical Assumptions, Learning Plan | Kanban board, WIP policies, Flow metrics | Discovery Backlog, Delivery Backlog, Experiment-Ergebnisse, Validierte Stories |
Tagsno overlap | LeanFlowWasteDelivery | AssumptionsRiskDecisionDiscovery | FlowVisual managementDelivery | AgileDiscoveryDelivery |