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| Criterion |  Agile NoEstimates |  Operations Fishbone Diagram |  Engineering Kanban |  Operations Kepner-Tregoe |
|---|---|---|---|---|
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. | When a problem has several possible contributing factors, the method sorts causes by cause areas. It prevents an initial hunch from blocking the view of other plausible drivers. | 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 disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. |
Complexitydifferent | Medium | Low | Medium | High |
Timedifferent | laufend | 30-60 min | Ongoing | 2-8 h |
Participantsdifferent | 2-12 | 2-8 | 2-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Throughput Data, Flow Forecast, Slicing Rules | Fishbone Diagram, Cause Categories, Investigation Backlog | Kanban board, WIP policies, Flow metrics | Problem Analysis, Decision Analysis, Risk Plan |
Tagsno overlap | EstimationForecastingFlow | Root causeQualityOperations | FlowVisual managementDelivery | Problem solvingRoot causeDecisionOperations |