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| Criterion |  Delivery Value Stream Mapping |  Product Strategy Lean Canvas |  Decision Making Three-Point Estimation |  Agile NoEstimates |
|---|---|---|---|---|
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 an early product bet still has too many open points, it brings target group, problem, and assumptions into a single view. It condenses the idea so core risks become nameable. | A single estimate for effort, time, or risk often looks too smooth for the real uncertainty behind it. It separates options, evaluation criteria, and open risks. The result is captured as a Three-Point Estimate, Risk Range, and Assumption Notes. | When estimating slows a team down more than it helps, it shifts the focus to flow, small slices, and real lead time. It sorts work by value, risk, and delivery ability. The result is captured as Throughput Data, Flow Forecast, and Slicing Rules. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 1-3 h | 45-90 min | 10-30 min je Item | laufend |
Participantsdifferent | 4-10 | 1-6 | 1-8 | 2-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | Lean Canvas, Core Assumptions, Experiment Backlog | Three-Point Estimate, Risk Range, Assumption Notes | Throughput Data, Flow Forecast, Slicing Rules |
Tagsno overlap | LeanFlowWasteDelivery | StartupLeanAssumptionsBusiness model | EstimationUncertaintyForecasting | EstimationForecastingFlow |