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| Criterion |  Delivery Value Stream Mapping |  Innovation Lean Startup |  Engineering Kanban |  Delivery Monte Carlo Forecasting |
|---|---|---|---|---|
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. | For uncertain business assumptions, the method forces the idea into contact with real market reactions early. It separates wishful picture, assumption, and observable behavior, so that learning becomes faster than planning. This translates uncertainty into measurable insight. | 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. | Helps clarify scope, sequence, and delivery flow in concrete terms. It makes work, boundaries, and order steerable. The result is captured as Forecast Percentiles, Throughput Dataset, and Risk Communication. |
Complexitydifferent | Medium | Medium | Medium | High |
Timedifferent | 1-3 h | Wochen bis Monate je Lernzyklus | Ongoing | 30-90 min Setup, danach laufend |
Participantsdifferent | 4-10 | 2-8 | 2-12 | 1-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Kanban board, WIP policies, Flow metrics | Forecast Percentiles, Throughput Dataset, Risk Communication |
Tagsno overlap | LeanFlowWasteDelivery | LeanStartupValidationMVP | FlowVisual managementDelivery | ForecastingFlowDelivery |