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| Criterion |  Operations ABC Analysis |  Agile NoEstimates |  Operations Process Mapping |  Delivery Monte Carlo Forecasting |
|---|---|---|---|---|
Purposedifferent | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. | 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. | With a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. | 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 | Low | Medium | Medium | High |
Timedifferent | 30-60 min | laufend | 1-3 h | 30-90 min Setup, danach laufend |
Participantsdifferent | 1-5 | 2-12 | 3-10 | 1-8 |
Formatdifferent | Async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | ABC Classification, Focus Rules, Control List | Throughput Data, Flow Forecast, Slicing Rules | Process Map, Handoff List, Improvement Backlog | Forecast Percentiles, Throughput Dataset, Risk Communication |
Tagsno overlap | PrioritizationOperationsPortfolio | EstimationForecastingFlow | ProcessOperationsImprovement | ForecastingFlowDelivery |