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| Criterion |  Delivery Value Stream Mapping |  Agile Ideal Days |  Facilitation Dot Estimation |  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 effort needs to be thought of as real working time, it offers a simple common denominator for comparison. It sorts work by value, risk, and delivery ability. The result is captured as Ideal Day Estimates, Assumption Notes, and Capacity Caveats. | When size or effort can only be estimated roughly, Dot Estimation condenses the group's experience into a quick range. It turns individual contributions into a visible selection. The result is captured as an Effort Heatmap, Risk Signals, and Discussion Targets. | 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 | Low | Low | Medium |
Timedifferent | 1-3 h | 15-60 min | 5-20 min | Ongoing |
Participantsdifferent | 4-10 | 2-9 | 3-20 | 2-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Effort Heatmap, Risk Signals, Discussion Targets | Kanban board, WIP policies, Flow metrics |
Tagsno overlap | LeanFlowWasteDelivery | EstimationEffortAgile | EstimationEffortRisk | FlowVisual managementDelivery |