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| Criterion |  Delivery Value Stream Mapping |  Engineering Kanban |  Product Strategy KPI Tree |  Facilitation Alignment Mapping |
|---|---|---|---|---|
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 metrics across the organization drift apart, it arranges drivers and effects under one shared logic. It connects customer value, product logic, and decision priorities. The result is captured as a KPI tree and owner list. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 1-3 h | Ongoing | 90-180 min initial, dann laufend | 1-2 h |
Participantsdifferent | 4-10 | 2-12 | 3-8 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | Kanban board, WIP policies, Flow metrics | KPI Tree, Owner List | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | LeanFlowWasteDelivery | FlowVisual managementDelivery | MetricsStrategyAlignmentMeasurement | AlignmentStakeholdersStrategyFacilitation |