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| Criterion |  Agile WSJF |  Operations Waste Analysis |  Agile NoEstimates |  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. | 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. | When estimating slows a team down more than it helps, it shifts the focus to flow, small slices, and real lead time. It sorts work by value, risk, and delivery ability. The result is captured as Throughput Data, Flow Forecast, and Slicing Rules. | 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 | Low | Medium | Medium |
Timedifferent | 45-90 min | 45-120 min | laufend | 1-3 h |
Participantsdifferent | 3-10 | 2-8 | 2-12 | 4-10 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Ranked Backlog, Cost-of-Delay Assumptions | Waste Map, Prioritized Waste, Improvement Backlog | Throughput Data, Flow Forecast, Slicing Rules | Current-state map, Future-state map, Bottleneck list |
Tagsno overlap | LeanEconomicsSequencePrioritization | WasteLeanProcess improvement | EstimationForecastingFlow | LeanFlowWasteDelivery |