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| Criterion |  Delivery Value Stream Mapping |  Systems Thinking Leverage Points |  Domain Modeling Domain Context Map |  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 domain model and its associated contexts need to be thought through together, it creates a shared overview. It connects the business view and organizational boundary into a readable whole. | 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 | 3-10 | 3-12 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | Leverage Map, Action Strategy | Domain Context Map, Boundary Notes, Ownership Map | System Map, Dependencies, Leverage Points |
Tagsno overlap | LeanFlowWasteDelivery | Systems thinkingChangeStrategy | Domain-Driven DesignContextBoundaries | Systems thinkingMappingBoundariesChange |