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| Criterion |  Delivery Value Stream Mapping |  Engineering Kanban |  Agile Three Amigos |  Operations Standard Work Analysis |
|---|---|---|---|---|
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 story, test, and implementation could drift apart, it brings business perspective, engineering, and quality together early. It prevents a story from being read differently only late in the process. | When the same task is done differently depending on the person, the method exposes the reliable core. It creates comparability without unnecessarily choking off needed latitude. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 1-3 h | Ongoing | 15-30 min | 1-3 h |
Participantsdifferent | 4-10 | 2-12 | 3 | 2-6 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | Kanban board, WIP policies, Flow metrics | Clarified Story, Test Examples, Open Questions | Standard Work Sheet, Deviation List, Improved Standard, Training Needs |
Tagsno overlap | LeanFlowWasteDelivery | FlowVisual managementDelivery | CollaborationBehavior-Driven DevelopmentQualityRefinement | LeanProcessQuality |