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| Criterion |  Delivery Value Stream Mapping |  Engineering Kanban |  Agile Ideal Days |  Product Discovery Dual-Track Agile |
|---|---|---|---|---|
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 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 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. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 1-3 h | Ongoing | 15-60 min | Laufend, Wochen bis Monate |
Participantsdifferent | 4-10 | 2-12 | 2-9 | 4-10 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | Kanban board, WIP policies, Flow metrics | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Discovery Backlog, Delivery Backlog, Experiment-Ergebnisse, Validierte Stories |
Tagsno overlap | LeanFlowWasteDelivery | FlowVisual managementDelivery | EstimationEffortAgile | AgileDiscoveryDelivery |