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| Criterion |  Delivery Value Stream Mapping |  Product Strategy Lean Canvas |  Agile WSJF |  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. | 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. | When many tasks compete for the same capacity, it orders work by economic impact. It makes time lost, benefit, and effort comparable together. | 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. |
Complexitydifferent | Medium | Medium | High | Medium |
Timedifferent | 1-3 h | 45-90 min | 45-90 min | Ongoing |
Participantsdifferent | 4-10 | 1-6 | 3-10 | 2-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | Lean Canvas, Core Assumptions, Experiment Backlog | Ranked Backlog, Cost-of-Delay Assumptions | Kanban board, WIP policies, Flow metrics |
Tagsno overlap | LeanFlowWasteDelivery | StartupLeanAssumptionsBusiness model | LeanEconomicsSequencePrioritization | FlowVisual managementDelivery |