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| Criterion |  Agile WSJF |  Delivery Value Stream Mapping |  Engineering Kanban |  Operations Waste Analysis |
|---|---|---|---|---|
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. | 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. | For a process that keeps people busy but creates little value, the method exposes waste. It directs attention to unnecessary movement, waiting times, rework, and overdelivery. |
Complexitydifferent | High | Medium | Medium | Low |
Timedifferent | 45-90 min | 1-3 h | Ongoing | 45-120 min |
Participantsdifferent | 3-10 | 4-10 | 2-12 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Ranked Backlog, Cost-of-Delay Assumptions | Current-state map, Future-state map, Bottleneck list | Kanban board, WIP policies, Flow metrics | Waste Map, Prioritized Waste, Improvement Backlog |
Tagsno overlap | LeanEconomicsSequencePrioritization | LeanFlowWasteDelivery | FlowVisual managementDelivery | WasteLeanProcess improvement |