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| Criterion |  Delivery Value Stream Mapping |  Innovation Lean Startup |  Agile NoEstimates |  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. | 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. | 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. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 1-3 h | Wochen bis Monate je Lernzyklus | laufend | 45-90 min |
Participantsdifferent | 4-10 | 2-8 | 2-12 | 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 | Throughput Data, Flow Forecast, Slicing Rules | Lean Canvas, Core Assumptions, Experiment Backlog |
Tagsno overlap | LeanFlowWasteDelivery | LeanStartupValidationMVP | EstimationForecastingFlow | StartupLeanAssumptionsBusiness model |