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| Criterion |  Delivery Value Stream Mapping |  Engineering Kanban |  Agile Affinity Estimation |  Agile Planning Poker |
|---|---|---|---|---|
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 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. | When many tasks need to be classified quickly, it sorts them by perceived effort and similarity. It reduces the effort of fine-grained estimation for large volumes. | When estimates within the team diverge too much, it puts differing expectations on a common test bench. It separates rough complexity from unspoken assumptions. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 1-3 h | Ongoing | 30-90 min | 2-5 min je Item |
Participantsdifferent | 4-10 | 2-12 | 3-12 | 3-9 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | Kanban board, WIP policies, Flow metrics | Affinity Size Map, Grouped Estimates, Unclear Items | Relative Estimates, Assumption Notes, Split Candidates |
Tagsno overlap | LeanFlowWasteDelivery | FlowVisual managementDelivery | EstimationBacklogRelative sizing | EstimationAgileRelative sizingTeam |