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| Criterion |  Agile NoEstimates |  Operations DMAIC |  Decision Making PERT Estimation |  Operations Failure Mode and Effects Analysis |
|---|---|---|---|---|
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 process problem with fluctuating performance, the method brings analysis and improvement into a disciplined sequence. It creates a framework in which numbers, causes, and control come together. | 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. | For a process, product, or service with noticeable failure risks, the method assesses possible failure modes in advance. It directs attention to combinations of occurrence, effect, and detectability. |
Complexitydifferent | Medium | High | Medium | High |
Timedifferent | laufend | 2-12 Wochen | 15-45 min | 2-6 h |
Participantsdifferent | 2-12 | 3-10 | 1-8 | 3-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Throughput Data, Flow Forecast, Slicing Rules | Project Charter, Measurement Plan, Cause Analysis, Control Plan | PERT Estimate, Expected Value, Risk Notes | FMEA Table, Risk Priority, Mitigation Actions |
Tagsno overlap | EstimationForecastingFlow | Continuous improvementQualityProcess improvement | EstimationUncertaintyRisk | RiskQualityOperationsRoot cause |