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| Criterion |  Agile NoEstimates |  Operations Waste Analysis |  Decision Making Force Field Analysis |  Delivery Value Stream Mapping |
|---|---|---|---|---|
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 that keeps people busy but creates little value, the method exposes waste. It directs attention to unnecessary movement, waiting times, rework, and overdelivery. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. | 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. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | laufend | 45-120 min | 45-90 min | 1-3 h |
Participantsdifferent | 2-12 | 2-8 | 3-12 | 4-10 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Throughput Data, Flow Forecast, Slicing Rules | Waste Map, Prioritized Waste, Improvement Backlog | Force Field Map, Change Levers, Risk Notes | Current-state map, Future-state map, Bottleneck list |
Tagsno overlap | EstimationForecastingFlow | WasteLeanProcess improvement | ChangeDecisionStrategy | LeanFlowWasteDelivery |