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| Criterion |  Delivery Value Stream Mapping |  Engineering Kanban |  Product Strategy DIBB |  Delivery Cost of Delay |
|---|---|---|---|---|
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. | DIBB helps clarify target groups, value, goals, and priorities by making the logic behind a decision explicit. It captures results as a DIBB document, belief list, bet list, and learning report. | Helps clarify scope, order, and delivery flow in concrete terms. It makes work, constraints, and sequence manageable. The result is captured as a Cost of Delay table and prioritization sequence. |
Complexitydifferent | Medium | Medium | Low | High |
Timedifferent | 1-3 h | Ongoing | 1-2 h | 90-180 min |
Participantsdifferent | 4-10 | 2-12 | 2-8 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | Kanban board, WIP policies, Flow metrics | DIBB document, Belief list, Bet list, Learning report | CoD Table, Prioritization Sequence |
Tagsno overlap | LeanFlowWasteDelivery | FlowVisual managementDelivery | StrategyDecisionAssumptionsHypothesis | PrioritizationDeliveryEconomicsDecision |