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| Criterion |  Decision Making PERT Estimation |  Engineering Kanban |  Delivery RAID Log |  Agile NoEstimates |
|---|---|---|---|---|
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. | Helps clarify scope, sequence, and delivery flow in concrete terms. It makes work, boundaries, and order steerable. The result is captured as a RAID Log and a source for status reporting. | 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 | Medium | Medium | Low | Medium |
Timedifferent | 15-45 min | Ongoing | 30 min Setup, dann laufend | laufend |
Participantsdifferent | 1-8 | 2-12 | 1-3 maintaining, briefing for everyone | 2-12 |
Formatdifferent | Workshop + async | Workshop + async | Async | Workshop + async |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | Kanban board, WIP policies, Flow metrics | RAID Log, Status Report Source | Throughput Data, Flow Forecast, Slicing Rules |
Tagsno overlap | EstimationUncertaintyRisk | FlowVisual managementDelivery | RiskTrackingStakeholdersGovernance | EstimationForecastingFlow |