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| Criterion |  Delivery Value Stream Mapping |  Agile Story Points |  Engineering Kanban |  Agile Ideal Days |
|---|---|---|---|---|
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 teams want to rate complexity rather than hours, it creates a shared, relative scale. It sorts work by value, risk, and delivery ability. The result is captured as Point Estimates, Reference Stories, and Velocity Data. | When work sits in too many parallel streams, throughput suffers and no one sees the bottlenecks. Kanban makes the flow of work visible and limits overload so a system becomes calmer and more predictable. | When effort needs to be thought of as real working time, it offers a simple common denominator for comparison. It sorts work by value, risk, and delivery ability. The result is captured as Ideal Day Estimates, Assumption Notes, and Capacity Caveats. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 1-3 h | laufend, 1-5 min je Item | Ongoing | 15-60 min |
Participantsdifferent | 4-10 | 3-9 | 2-12 | 2-9 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | Point Estimates, Reference Stories, Velocity Data | Kanban board, WIP policies, Flow metrics | Ideal Day Estimates, Assumption Notes, Capacity Caveats |
Tagsno overlap | LeanFlowWasteDelivery | EstimationAgileMeasurement | FlowVisual managementDelivery | EstimationEffortAgile |