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| Criterion |  Engineering Kanban |  Decision Making Three-Point Estimation |  Operations Theory of Constraints |  Operations After-Action Review |
|---|---|---|---|---|
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. | 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. | For a system that does not get faster despite effort, the method directs attention to the bottleneck. It concentrates improvement on the point that actually limits throughput. | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. |
Complexitydifferent | Medium | Medium | High | Low |
Timedifferent | Ongoing | 10-30 min je Item | 2-4 h Analyse, laufend | 20-45 min |
Participantsdifferent | 2-12 | 1-8 | 3-12 | 3-12 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Three-Point Estimate, Risk Range, Assumption Notes | Constraint Map, Improvement Plan, Flow Metrics | Lessons learned, Action items, Event summary |
Tagsno overlap | FlowVisual managementDelivery | EstimationUncertaintyForecasting | OperationsConstraintsFlowImprovement | LearningOperationsImprovement |