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| Criterion |  Delivery Value Stream Mapping |  Knowledge Modeling Knowledge Mapping |  Decision Making PERT Estimation |  Engineering Kanban |
|---|---|---|---|---|
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. | Knowledge Mapping makes knowledge, gaps, and transfer paths visible across a field. It fits when expertise should not just exist but also be findable and transferable. | On complex initiatives, a plain average tends to understate just how uncertain the outcome really is. It separates options, evaluation criteria, and open risks. The result is captured as a PERT Estimate, Expected Value, and Risk Notes. | 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. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 1-3 h | 1-3 h | 15-45 min | Ongoing |
Participantsdifferent | 4-10 | 3-12 | 1-8 | 2-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | Knowledge Map, Critical Knowledge Areas, Transfer Plan | PERT Estimate, Expected Value, Risk Notes | Kanban board, WIP policies, Flow metrics |
Tagsno overlap | LeanFlowWasteDelivery | KnowledgeMappingRisk | EstimationUncertaintyRisk | FlowVisual managementDelivery |