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| Criterion |  Delivery Value Stream Mapping |  Decision Making Three-Point Estimation |  Agile WSJF |  Engineering Kanban |
|---|---|---|---|---|
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. | A single estimate for effort, time, or risk often looks too smooth for the real uncertainty behind it. It separates options, evaluation criteria, and open risks. The result is captured as a Three-Point Estimate, Risk Range, and Assumption Notes. | When many tasks compete for the same capacity, it orders work by economic impact. It makes time lost, benefit, and effort comparable together. | 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. |
Complexitydifferent | Medium | Medium | High | Medium |
Timedifferent | 1-3 h | 10-30 min je Item | 45-90 min | Ongoing |
Participantsdifferent | 4-10 | 1-8 | 3-10 | 2-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | Three-Point Estimate, Risk Range, Assumption Notes | Ranked Backlog, Cost-of-Delay Assumptions | Kanban board, WIP policies, Flow metrics |
Tagsno overlap | LeanFlowWasteDelivery | EstimationUncertaintyForecasting | LeanEconomicsSequencePrioritization | FlowVisual managementDelivery |