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| Criterion |  Operations Bottleneck Analysis |  Decision Making PERT Estimation |  Engineering Kanban |  Facilitation Dot Estimation |
|---|---|---|---|---|
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. | 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 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. | 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 | Medium | Medium | Medium | Low |
Timedifferent | 1-3 h | 15-45 min | Ongoing | 5-20 min |
Participantsdifferent | 3-8 | 1-8 | 2-12 | 3-20 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | PERT Estimate, Expected Value, Risk Notes | Kanban board, WIP policies, Flow metrics | Effort Heatmap, Risk Signals, Discussion Targets |
Tagsno overlap | FlowMeasurementConstraints | EstimationUncertaintyRisk | FlowVisual managementDelivery | EstimationEffortRisk |