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| Criterion |  Agile NoEstimates |  Operations Bottleneck Analysis |  Operations Kaizen Event |  Delivery Monte Carlo Forecasting |
|---|---|---|---|---|
Purposedifferent | 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. | 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. | For a tightly scoped process segment with noticeable waste, the method bundles shared energy for change. It suits situations that call for fast learning loops and visible adjustments. | Helps clarify scope, sequence, and delivery flow in concrete terms. It makes work, boundaries, and order steerable. The result is captured as Forecast Percentiles, Throughput Dataset, and Risk Communication. |
Complexitydifferent | Medium | Medium | Medium | High |
Timedifferent | laufend | 1-3 h | 0.5-5 Tage | 30-90 min Setup, danach laufend |
Participantsdifferent | 2-12 | 3-8 | 4-10 | 1-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Throughput Data, Flow Forecast, Slicing Rules | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Forecast Percentiles, Throughput Dataset, Risk Communication |
Tagsno overlap | EstimationForecastingFlow | FlowMeasurementConstraints | LeanContinuous improvementOperations | ForecastingFlowDelivery |