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| Criterion |  Operations Change Analysis |  Decision Making Three-Point Estimation |  Agile NoEstimates |  Decision Making PERT 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. | 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. | 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. | 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. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 45-120 min | 10-30 min je Item | laufend | 15-45 min |
Participantsdifferent | 2-6 | 1-8 | 2-12 | 1-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Three-Point Estimate, Risk Range, Assumption Notes | Throughput Data, Flow Forecast, Slicing Rules | PERT Estimate, Expected Value, Risk Notes |
Tagsno overlap | ChangeRoot causeTroubleshootingComparison | EstimationUncertaintyForecasting | EstimationForecastingFlow | EstimationUncertaintyRisk |