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| Criterion |  Delivery Value Stream Mapping |  Operations Bottleneck Analysis |  Architecture Architecture Decision Record |  Engineering Kanban |
|---|---|---|---|---|
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. | For a flow that backs up at one point, the method looks for the capacity limit with the greatest leverage. It explains why extra effort elsewhere barely improves throughput. | An ADR permanently records an architecture decision with context, trade-offs, and consequence. It creates continuity for later changes because the decision path stays traceable. | 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 | Medium | Medium | Low | Medium |
Timedifferent | 1-3 h | 1-3 h | 15-45 min | Ongoing |
Participantsdifferent | 4-10 | 3-8 | 1-3 | 2-12 |
Formatdifferent | Workshop | Workshop + async | Async | Workshop + async |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | ADR File, Decision Log, Rationale | Kanban board, WIP policies, Flow metrics |
Tagsno overlap | LeanFlowWasteDelivery | FlowMeasurementConstraints | ArchitectureRationaleDocumentationGovernance | FlowVisual managementDelivery |