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| Criterion |  Delivery Value Stream Mapping |  Product Discovery Dual-Track Agile |  Operations Waste Analysis |  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. | 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. | 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. | 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 | Laufend, Wochen bis Monate | 45-120 min | Ongoing |
Participantsdifferent | 4-10 | 4-10 | 2-8 | 2-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | Discovery Backlog, Delivery Backlog, Experiment-Ergebnisse, Validierte Stories | Waste Map, Prioritized Waste, Improvement Backlog | Kanban board, WIP policies, Flow metrics |
Tagsno overlap | LeanFlowWasteDelivery | AgileDiscoveryDelivery | WasteLeanProcess improvement | FlowVisual managementDelivery |