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| Criterion |  Agile WSJF |  Engineering Kanban |  Decision Making Argument Mapping |  Delivery Value Stream Mapping |
|---|---|---|---|---|
Purposedifferent | 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. | When statements, evidence, and counterarguments get mixed up, a debate quickly loses its structure. Argument Mapping breaks a thesis down into its reasoning and makes visible what it really rests on. | 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. |
Complexitydifferent | High | Medium | Medium | Medium |
Timedifferent | 45-90 min | Ongoing | 1-3 h | 1-3 h |
Participantsdifferent | 3-10 | 2-12 | 1-8 | 4-10 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Ranked Backlog, Cost-of-Delay Assumptions | Kanban board, WIP policies, Flow metrics | Argument Map, Evidence Gaps, Decision Rationale | Current-state map, Future-state map, Bottleneck list |
Tagsno overlap | LeanEconomicsSequencePrioritization | FlowVisual managementDelivery | SensemakingDecisionRationale | LeanFlowWasteDelivery |