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| Criterion |  Engineering Kanban |  Operations Bottleneck Analysis |  Decision Making Three-Point Estimation |  Decision Making PERT Estimation |
|---|---|---|---|---|
Purposedifferent | 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. | 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. | 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. | 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 | Ongoing | 1-3 h | 10-30 min je Item | 15-45 min |
Participantsdifferent | 2-12 | 3-8 | 1-8 | 1-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Three-Point Estimate, Risk Range, Assumption Notes | PERT Estimate, Expected Value, Risk Notes |
Tagsno overlap | FlowVisual managementDelivery | FlowMeasurementConstraints | EstimationUncertaintyForecasting | EstimationUncertaintyRisk |