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| Criterion |  Delivery Value Stream Mapping |  Systems Thinking Systems Mapping |  Delivery Monte Carlo Forecasting |  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. | 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. | Helps clarify scope, sequence, and delivery flow in concrete terms. It makes work, boundaries, and order steerable. The result is captured as Forecast Percentiles, Throughput Dataset, and Risk Communication. | 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 | Medium | High | High |
Timedifferent | 1-3 h | 1-3 h | 30-90 min Setup, danach laufend | 2-4 h |
Participantsdifferent | 4-10 | 3-12 | 1-8 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | System Map, Dependencies, Leverage Points | Forecast Percentiles, Throughput Dataset, Risk Communication | Future Reality Tree, Negative Branches, Assumption List, Improved Injections |
Tagsno overlap | LeanFlowWasteDelivery | Systems thinkingMappingBoundariesChange | ForecastingFlowDelivery | Theory of ConstraintsSystems thinkingChange |