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| Criterion |  Delivery Value Stream Mapping |  Agile WSJF |  Domain Modeling Bounded Context Canvas |  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. | When many tasks compete for the same capacity, it orders work by economic impact. It makes time lost, benefit, and effort comparable together. | When a business context is still loosely outlined, it shapes language, responsibility, and integration space. It clarifies what belongs together and where a boundary needs to hold. | 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 | High | Medium | Medium |
Timedifferent | 1-3 h | 45-90 min | 1-3 h | Ongoing |
Participantsdifferent | 4-10 | 3-10 | 3-8 | 2-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | Ranked Backlog, Cost-of-Delay Assumptions | Context Canvas, Glossary, Integration Notes | Kanban board, WIP policies, Flow metrics |
Tagsno overlap | LeanFlowWasteDelivery | LeanEconomicsSequencePrioritization | Domain-Driven DesignBoundariesModeling | FlowVisual managementDelivery |