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| Criterion |  Operations After-Action Review |  Decision Making PERT Estimation |  Operations Gemba Walk |  Facilitation Dot Estimation |
|---|---|---|---|---|
Purposedifferent | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. | On complex initiatives, a plain average tends to understate just how uncertain the outcome really is. It separates options, evaluation criteria, and open risks. The result is captured as a PERT Estimate, Expected Value, and Risk Notes. | When there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. | When size or effort can only be estimated roughly, Dot Estimation condenses the group's experience into a quick range. It turns individual contributions into a visible selection. The result is captured as an Effort Heatmap, Risk Signals, and Discussion Targets. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | 20-45 min | 15-45 min | 30-120 min | 5-20 min |
Participantsdifferent | 3-12 | 1-8 | 2-6 | 3-20 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Lessons learned, Action items, Event summary | PERT Estimate, Expected Value, Risk Notes | Observation Notes, Improvement Ideas | Effort Heatmap, Risk Signals, Discussion Targets |
Tagsno overlap | LearningOperationsImprovement | EstimationUncertaintyRisk | LeanObservationProcessOperations | EstimationEffortRisk |