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| Criterion |  Decision Making Three-Point Estimation |  Operations Bottleneck Analysis |  Agile Sailboat Retrospective |  Agile NoEstimates |
|---|---|---|---|---|
Purposedifferent | 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. | For a flow that backs up at one point, the method looks for the capacity limit with the greatest leverage. It explains why extra effort elsewhere barely improves throughput. | When a team wants to read momentum, brakes, and risks together, it offers an easily understandable picture of the situation. It makes drive, obstacles, and headwind visible in the same picture. | 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 | 10-30 min je Item | 1-3 h | 45-90 min | laufend |
Participantsdifferent | 1-8 | 3-8 | 4-12 | 2-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Three-Point Estimate, Risk Range, Assumption Notes | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Sailboat Board, Risks, Improvement Actions | Throughput Data, Flow Forecast, Slicing Rules |
Tagsno overlap | EstimationUncertaintyForecasting | FlowMeasurementConstraints | RetrospectiveTeamImprovement | EstimationForecastingFlow |