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| Criterion |  Delivery Value Stream Mapping |  Agile WSJF |  Decision Making Cynefin Workshop |  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 problems are unclear, chaotic, or only seemingly familiar, standard recipes fall short. A Cynefin Workshop sorts situations by the nature of their problem and connects them with matching action logic. | 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 | 60-180 min | Ongoing |
Participantsdifferent | 4-10 | 3-10 | 4-20 | 2-12 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | Ranked Backlog, Cost-of-Delay Assumptions | Cynefin Map, Domain-specific Actions, Sensemaking Notes | Kanban board, WIP policies, Flow metrics |
Tagsno overlap | LeanFlowWasteDelivery | LeanEconomicsSequencePrioritization | ComplexitySensemakingDecision | FlowVisual managementDelivery |