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| Criterion |  Agile NoEstimates |  Operations Change Analysis |  Delivery Value Stream Mapping |  Operations 5 Whys |
|---|---|---|---|---|
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 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 delivery work dissolves into wait times, handoffs, and hidden effort, Value Stream Mapping makes the actual flow visible. The method exposes bottlenecks, idle time, and feedback loops so lead time and improvement levers become tangible. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | laufend | 45-120 min | 1-3 h | 15-30 min |
Participantsdifferent | 2-12 | 2-6 | 4-10 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Throughput Data, Flow Forecast, Slicing Rules | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Current-state map, Future-state map, Bottleneck list | Root cause notes, Countermeasures |
Tagsno overlap | EstimationForecastingFlow | ChangeRoot causeTroubleshootingComparison | LeanFlowWasteDelivery | Root causeIncidentLeanProblem solving |