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| Criterion |  Delivery Value Stream Mapping |  Innovation Lean Startup |  Delivery Monte Carlo Forecasting |  Product Strategy Lean Canvas |
|---|---|---|---|---|
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. | 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. | 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. |
Complexitydifferent | Medium | Medium | High | Medium |
Timedifferent | 1-3 h | Wochen bis Monate je Lernzyklus | 30-90 min Setup, danach laufend | 45-90 min |
Participantsdifferent | 4-10 | 2-8 | 1-8 | 1-6 |
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 | Forecast Percentiles, Throughput Dataset, Risk Communication | Lean Canvas, Core Assumptions, Experiment Backlog |
Tagsno overlap | LeanFlowWasteDelivery | LeanStartupValidationMVP | ForecastingFlowDelivery | StartupLeanAssumptionsBusiness model |