View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Decision Making PERT Estimation |  Operations Process Mapping |  Operations Gemba Walk |  Facilitation Dot Estimation |
|---|---|---|---|---|
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. | With a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. | When there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. | When size or effort can only be estimated roughly, Dot Estimation condenses the group's experience into a quick range. It turns individual contributions into a visible selection. The result is captured as an Effort Heatmap, Risk Signals, and Discussion Targets. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 15-45 min | 1-3 h | 30-120 min | 5-20 min |
Participantsdifferent | 1-8 | 3-10 | 2-6 | 3-20 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | Process Map, Handoff List, Improvement Backlog | Observation Notes, Improvement Ideas | Effort Heatmap, Risk Signals, Discussion Targets |
Tagsno overlap | EstimationUncertaintyRisk | ProcessOperationsImprovement | LeanObservationProcessOperations | EstimationEffortRisk |