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| Criterion |  Delivery Value Stream Mapping |  Delivery Shape Up |  Systems Thinking Current Reality Tree |  Operations Bottleneck Analysis |
|---|---|---|---|---|
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. | Shape Up helps clarify scope, sequence, and delivery flow. It makes work boundaries and decisions explicit and captures results as pitches, bet-table decisions, and hill charts. | A Current Reality Tree condenses many symptoms into a few causal chains. The method makes visible which core problems drive several negative effects at once. | For a flow that backs up at one point, the method looks for the capacity limit with the greatest leverage. It explains why extra effort elsewhere barely improves throughput. |
Complexitydifferent | Medium | Medium | High | Medium |
Timedifferent | 1-3 h | 6 Wochen Cycle + 2 Wochen Cool-Down | 2-6 h | 1-3 h |
Participantsdifferent | 4-10 | 2-4 pro Pitch | 3-8 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | Pitches, Bet-table decisions, Hill charts, Cooldown outcomes | Current Reality Tree, Core Problems, Intervention Ideas | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures |
Tagsno overlap | LeanFlowWasteDelivery | PlanningDeliveryAutonomy | Systems thinkingRoot causeConstraintsCausality | FlowMeasurementConstraints |