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| Criterion |  Delivery Value Stream Mapping |  Agile WSJF |  Product Strategy Lean Canvas |  Delivery Monte Carlo Forecasting |
|---|---|---|---|---|
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 an early product bet still has too many open points, it brings target group, problem, and assumptions into a single view. It condenses the idea so core risks become nameable. | 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. |
Complexitydifferent | Medium | High | Medium | High |
Timedifferent | 1-3 h | 45-90 min | 45-90 min | 30-90 min Setup, danach laufend |
Participantsdifferent | 4-10 | 3-10 | 1-6 | 1-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | Ranked Backlog, Cost-of-Delay Assumptions | Lean Canvas, Core Assumptions, Experiment Backlog | Forecast Percentiles, Throughput Dataset, Risk Communication |
Tagsno overlap | LeanFlowWasteDelivery | LeanEconomicsSequencePrioritization | StartupLeanAssumptionsBusiness model | ForecastingFlowDelivery |