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| Criterion |  Operations ABC Analysis |  Decision Making Three-Point Estimation |  Operations Kaizen Event |  Agile NoEstimates |
|---|---|---|---|---|
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. | A single estimate for effort, time, or risk often looks too smooth for the real uncertainty behind it. It separates options, evaluation criteria, and open risks. The result is captured as a Three-Point Estimate, Risk Range, and Assumption Notes. | For a tightly scoped process segment with noticeable waste, the method bundles shared energy for change. It suits situations that call for fast learning loops and visible adjustments. | 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. |
Complexitydifferent | Low | Medium | Medium | Medium |
Timedifferent | 30-60 min | 10-30 min je Item | 0.5-5 Tage | laufend |
Participantsdifferent | 1-5 | 1-8 | 4-10 | 2-12 |
Formatdifferent | Async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | ABC Classification, Focus Rules, Control List | Three-Point Estimate, Risk Range, Assumption Notes | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Throughput Data, Flow Forecast, Slicing Rules |
Tagsno overlap | PrioritizationOperationsPortfolio | EstimationUncertaintyForecasting | LeanContinuous improvementOperations | EstimationForecastingFlow |