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| Criterion |  Operations PDCA Cycle |  Decision Making Three-Point Estimation |  Engineering Kanban |  Agile NoEstimates |
|---|---|---|---|---|
Purposedifferent | For an improvement that still has to prove itself in everyday work, the method runs it through small learning loops. It connects planning, checking, and standardization into a repeatable learning mode. | A single estimate for effort, time, or risk often looks too smooth for the real uncertainty behind it. It separates options, evaluation criteria, and open risks. The result is captured as a Three-Point Estimate, Risk Range, and Assumption Notes. | 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. | 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. |
Complexitydifferent | Low | Medium | Medium | Medium |
Timedifferent | 1 h bis mehrere Wochen | 10-30 min je Item | Ongoing | laufend |
Participantsdifferent | 1-8 | 1-8 | 2-12 | 2-12 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Three-Point Estimate, Risk Range, Assumption Notes | Kanban board, WIP policies, Flow metrics | Throughput Data, Flow Forecast, Slicing Rules |
Tagsno overlap | Continuous improvementLeanExperiments | EstimationUncertaintyForecasting | FlowVisual managementDelivery | EstimationForecastingFlow |