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| Criterion |  Operations Bottleneck Analysis |  Engineering Kanban |  Decision Making PERT Estimation |  Agile NoEstimates |
|---|---|---|---|---|
Purposedifferent | For a flow that backs up at one point, the method looks for the capacity limit with the greatest leverage. It explains why extra effort elsewhere barely improves throughput. | When work sits in too many parallel streams, throughput suffers and no one sees the bottlenecks. Kanban makes the flow of work visible and limits overload so a system becomes calmer and more predictable. | 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 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. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 1-3 h | Ongoing | 15-45 min | laufend |
Participantsdifferent | 3-8 | 2-12 | 1-8 | 2-12 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Kanban board, WIP policies, Flow metrics | PERT Estimate, Expected Value, Risk Notes | Throughput Data, Flow Forecast, Slicing Rules |
Tagsno overlap | FlowMeasurementConstraints | FlowVisual managementDelivery | EstimationUncertaintyRisk | EstimationForecastingFlow |