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| Criterion |  Operations Standard Work Analysis |  Decision Making PERT Estimation |  Agile NoEstimates |  Decision Making Three-Point Estimation |
|---|---|---|---|---|
Purposedifferent | When the same task is done differently depending on the person, the method exposes the reliable core. It creates comparability without unnecessarily choking off needed latitude. | 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. | 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. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 1-3 h | 15-45 min | laufend | 10-30 min je Item |
Participantsdifferent | 2-6 | 1-8 | 2-12 | 1-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Standard Work Sheet, Deviation List, Improved Standard, Training Needs | PERT Estimate, Expected Value, Risk Notes | Throughput Data, Flow Forecast, Slicing Rules | Three-Point Estimate, Risk Range, Assumption Notes |
Tagsno overlap | LeanProcessQuality | EstimationUncertaintyRisk | EstimationForecastingFlow | EstimationUncertaintyForecasting |