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| Criterion |  Delivery Value Stream Mapping |  Business Strategy GAP Analysis |  Engineering Kanban |  Business Strategy PESTLE 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. | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are missing. | 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. | PESTLE Analysis makes political, economic, social, technological, legal, and environmental influences visible. The environment of an initiative is thereby read systematically instead of through isolated trends. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 1-3 h | 1-3 h | Ongoing | 1-3 h |
Participantsdifferent | 4-10 | 2-8 | 2-12 | 2-10 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | Gap Matrix, Action Plan, Risk Notes | Kanban board, WIP policies, Flow metrics | PESTLE Map, External Risks, Strategic Questions |
Tagsno overlap | LeanFlowWasteDelivery | StrategyAnalysisPlanning | FlowVisual managementDelivery | StrategyMarketAnalysis |