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| Criterion |  Decision Making Three-Point Estimation |  Engineering Kanban |  Operations Getting Things Done |  Delivery Monte Carlo Forecasting |
|---|---|---|---|---|
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. | When work sits in too many parallel streams, throughput suffers and no one sees the bottlenecks. Kanban makes the flow of work visible and limits overload so a system becomes calmer and more predictable. | With many open commitments and ideas in daily life, a reliable external storage system emerges. The method relieves the mind so priority and context don't have to compete in memory. | Helps clarify scope, sequence, and delivery flow in concrete terms. It makes work, boundaries, and order steerable. The result is captured as Forecast Percentiles, Throughput Dataset, and Risk Communication. |
Complexitydifferent | Medium | Medium | Medium | High |
Timedifferent | 10-30 min je Item | Ongoing | 1-2 h Setup, laufend | 30-90 min Setup, danach laufend |
Participantsdifferent | 1-8 | 2-12 | 1 | 1-8 |
Formatdifferent | Workshop + async | Workshop + async | Async | Workshop + async |
Outputdifferent | Three-Point Estimate, Risk Range, Assumption Notes | Kanban board, WIP policies, Flow metrics | Action Lists, Project List, Review Routine | Forecast Percentiles, Throughput Dataset, Risk Communication |
Tagsno overlap | EstimationUncertaintyForecasting | FlowVisual managementDelivery | ProductivityPlanningTasksExecution | ForecastingFlowDelivery |