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| Criterion |  Operations Standard Work Analysis |  Decision Making Three-Point Estimation |  Decision Making PERT 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. | 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. | 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. |
Complexitysame | Medium | Medium | Medium |
Timedifferent | 1-3 h | 10-30 min je Item | 15-45 min |
Participantsdifferent | 2-6 | 1-8 | 1-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Standard Work Sheet, Deviation List, Improved Standard, Training Needs | Three-Point Estimate, Risk Range, Assumption Notes | PERT Estimate, Expected Value, Risk Notes |
Tagsno overlap | LeanProcessQuality | EstimationUncertaintyForecasting | EstimationUncertaintyRisk |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
