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| Criterion |  Delivery Value Stream Mapping |  Systems Thinking Leverage Points |  Domain Modeling Bounded Context Canvas |  Systems Thinking Systems Mapping |
|---|---|---|---|---|
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. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. | When a business context is still loosely outlined, it shapes language, responsibility, and integration space. It clarifies what belongs together and where a boundary needs to hold. | Systems Mapping arranges elements, relationships, and boundaries so a complex field becomes legible at a glance. The overview stabilizes the overall picture before detail work or steering begins. |
Complexitydifferent | Medium | High | Medium | Medium |
Timedifferent | 1-3 h | Half day | 1-3 h | 1-3 h |
Participantsdifferent | 4-10 | 3-12 | 3-8 | 3-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | Leverage Map, Action Strategy | Context Canvas, Glossary, Integration Notes | System Map, Dependencies, Leverage Points |
Tagsno overlap | LeanFlowWasteDelivery | Systems thinkingChangeStrategy | Domain-Driven DesignBoundariesModeling | Systems thinkingMappingBoundariesChange |