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| Criterion |  Agile WSJF |  Delivery Value Stream Mapping |  Operations Waste Analysis |  Delivery Monte Carlo Forecasting |
|---|---|---|---|---|
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. | 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. | 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 | High | Medium | Low | High |
Timedifferent | 45-90 min | 1-3 h | 45-120 min | 30-90 min Setup, danach laufend |
Participantsdifferent | 3-10 | 4-10 | 2-8 | 1-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Ranked Backlog, Cost-of-Delay Assumptions | Current-state map, Future-state map, Bottleneck list | Waste Map, Prioritized Waste, Improvement Backlog | Forecast Percentiles, Throughput Dataset, Risk Communication |
Tagsno overlap | LeanEconomicsSequencePrioritization | LeanFlowWasteDelivery | WasteLeanProcess improvement | ForecastingFlowDelivery |