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| Criterion |  Delivery Value Stream Mapping |  Agile NoEstimates |  Operations ALPEN Method |  Operations Gemba Walk |
|---|---|---|---|---|
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. | 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. | With an overloaded day full of too many tasks, a realistic picture of the day emerges. The method connects estimating, deciding, and buffer thinking so planning fits available energy and time. | When there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 1-3 h | laufend | 10-20 min daily | 30-120 min |
Participantsdifferent | 4-10 | 2-12 | 1 | 2-6 |
Formatdifferent | Workshop | Workshop + async | Async | Workshop |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | Throughput Data, Flow Forecast, Slicing Rules | Daily Plan, Time Estimates, Review Notes | Observation Notes, Improvement Ideas |
Tagsno overlap | LeanFlowWasteDelivery | EstimationForecastingFlow | PlanningTime managementProductivityOperations | LeanObservationProcessOperations |