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| Criterion |  Decision Making PERT Estimation |  Engineering Kanban |  Operations Fishbone Diagram |
|---|---|---|---|
Purposedifferent | 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. | 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 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. |
Complexitydifferent | Medium | Medium | Low |
Timedifferent | 15-45 min | Ongoing | 30-60 min |
Participantsdifferent | 1-8 | 2-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | Kanban board, WIP policies, Flow metrics | Fishbone Diagram, Cause Categories, Investigation Backlog |
Tagsno overlap | EstimationUncertaintyRisk | FlowVisual managementDelivery | Root causeQualityOperations |
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