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| Criterion |  Decision Making PERT Estimation |  Agile NoEstimates |  Operations 5 Whys |
|---|---|---|---|
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 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 single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. |
Complexitydifferent | Medium | Medium | Low |
Timedifferent | 15-45 min | laufend | 15-30 min |
Participantsdifferent | 1-8 | 2-12 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | Throughput Data, Flow Forecast, Slicing Rules | Root cause notes, Countermeasures |
Tagsno overlap | EstimationUncertaintyRisk | EstimationForecastingFlow | Root causeIncidentLeanProblem solving |
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