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| Criterion |  Agile WSJF |  Delivery Monte Carlo Forecasting |  Operations 5 Whys |  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. | 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. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. | 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 | High | Low | Medium |
Timedifferent | 45-90 min | 30-90 min Setup, danach laufend | 15-30 min | 1-3 h |
Participantsdifferent | 3-10 | 1-8 | 2-6 | 4-10 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Ranked Backlog, Cost-of-Delay Assumptions | Forecast Percentiles, Throughput Dataset, Risk Communication | Root cause notes, Countermeasures | Current-state map, Future-state map, Bottleneck list |
Tagsno overlap | LeanEconomicsSequencePrioritization | ForecastingFlowDelivery | Root causeIncidentLeanProblem solving | LeanFlowWasteDelivery |