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| Criterion |  Decision Making Three-Point Estimation |  Innovation Lean Startup |  Delivery Value Stream Mapping |  Engineering Kanban |
|---|---|---|---|---|
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 uncertain business assumptions, the method forces the idea into contact with real market reactions early. It separates wishful picture, assumption, and observable behavior, so that learning becomes faster than planning. This translates uncertainty into measurable insight. | When delivery work dissolves into wait times, handoffs, and hidden effort, Value Stream Mapping makes the actual flow visible. The method exposes bottlenecks, idle time, and feedback loops so lead time and improvement levers become tangible. | 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. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 10-30 min je Item | Wochen bis Monate je Lernzyklus | 1-3 h | Ongoing |
Participantsdifferent | 1-8 | 2-8 | 4-10 | 2-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Three-Point Estimate, Risk Range, Assumption Notes | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Current-state map, Future-state map, Bottleneck list | Kanban board, WIP policies, Flow metrics |
Tagsno overlap | EstimationUncertaintyForecasting | LeanStartupValidationMVP | LeanFlowWasteDelivery | FlowVisual managementDelivery |