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| Criterion |  Operations Change Analysis |  Engineering Kanban |  Decision Making Three-Point Estimation |
|---|---|---|---|
Purposedifferent | For a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. | 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. | 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. |
Complexitysame | Medium | Medium | Medium |
Timedifferent | 45-120 min | Ongoing | 10-30 min je Item |
Participantsdifferent | 2-6 | 2-12 | 1-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Kanban board, WIP policies, Flow metrics | Three-Point Estimate, Risk Range, Assumption Notes |
Tagsno overlap | ChangeRoot causeTroubleshootingComparison | FlowVisual managementDelivery | EstimationUncertaintyForecasting |
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