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| Criterion |  Delivery Value Stream Mapping |  Domain Modeling Bounded Context Canvas |  Engineering Kanban |  Operations Waste Analysis |
|---|---|---|---|---|
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 business context is still loosely outlined, it shapes language, responsibility, and integration space. It clarifies what belongs together and where a boundary needs to hold. | 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. | 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. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 1-3 h | 1-3 h | Ongoing | 45-120 min |
Participantsdifferent | 4-10 | 3-8 | 2-12 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | Context Canvas, Glossary, Integration Notes | Kanban board, WIP policies, Flow metrics | Waste Map, Prioritized Waste, Improvement Backlog |
Tagsno overlap | LeanFlowWasteDelivery | Domain-Driven DesignBoundariesModeling | FlowVisual managementDelivery | WasteLeanProcess improvement |