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| Criterion |  Delivery Value Stream Mapping |  Systems Thinking Leverage Points |  Agile WSJF |  Systems Thinking Future Reality Tree |
|---|---|---|---|---|
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 many tasks compete for the same capacity, it orders work by economic impact. It makes time lost, benefit, and effort comparable together. | A Future Reality Tree shows how desired actions are meant to lead to a better system state. The method checks whether a path of change holds together logically before time flows into implementation. |
Complexitydifferent | Medium | High | High | High |
Timedifferent | 1-3 h | Half day | 45-90 min | 2-4 h |
Participantsdifferent | 4-10 | 3-12 | 3-10 | 3-8 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | Leverage Map, Action Strategy | Ranked Backlog, Cost-of-Delay Assumptions | Future Reality Tree, Negative Branches, Assumption List, Improved Injections |
Tagsno overlap | LeanFlowWasteDelivery | Systems thinkingChangeStrategy | LeanEconomicsSequencePrioritization | Theory of ConstraintsSystems thinkingChange |