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| Criterion |  Delivery Value Stream Mapping |  Systems Thinking Leverage Points |  Systems Thinking Systems Mapping |  Domain Modeling Context Map |
|---|---|---|---|---|
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. | 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. | When several contexts need to talk to each other, it makes their relationships and dependencies legible. It helps sort integration pressure and responsibilities across system boundaries. |
Complexitydifferent | Medium | High | Medium | Medium |
Timedifferent | 1-3 h | Half day | 1-3 h | 1-3 h |
Participantsdifferent | 4-10 | 3-12 | 3-12 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | Leverage Map, Action Strategy | System Map, Dependencies, Leverage Points | Context Map, Integration Patterns, Boundary Notes |
Tagsno overlap | LeanFlowWasteDelivery | Systems thinkingChangeStrategy | Systems thinkingMappingBoundariesChange | Domain-Driven DesignBoundariesStrategy |