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| Criterion |  Agile WSJF |  Delivery Value Stream Mapping |  Operations Ivy Lee Method |  Engineering Kanban |
|---|---|---|---|---|
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 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. | With a restless workday full of too many open items, the method creates radical simplicity. It directs attention to a short sequence instead of a broad, still-open field. | 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 | High | Medium | Low | Medium |
Timedifferent | 45-90 min | 1-3 h | 5-10 min daily | Ongoing |
Participantsdifferent | 3-10 | 4-10 | 1 | 2-12 |
Formatdifferent | Workshop | Workshop | Async | Workshop + async |
Outputdifferent | Ranked Backlog, Cost-of-Delay Assumptions | Current-state map, Future-state map, Bottleneck list | Daily Priority List, Completion Notes | Kanban board, WIP policies, Flow metrics |
Tagsno overlap | LeanEconomicsSequencePrioritization | LeanFlowWasteDelivery | PrioritizationProductivityExecution | FlowVisual managementDelivery |