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| Criterion |  Decision Making Three-Point Estimation |  Delivery Monte Carlo Forecasting |  Operations Kaizen Event |  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. | 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. | For a tightly scoped process segment with noticeable waste, the method bundles shared energy for change. It suits situations that call for fast learning loops and visible adjustments. | 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 | High | Medium | Medium |
Timedifferent | 10-30 min je Item | 30-90 min Setup, danach laufend | 0.5-5 Tage | laufend |
Participantsdifferent | 1-8 | 1-8 | 4-10 | 2-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Three-Point Estimate, Risk Range, Assumption Notes | Forecast Percentiles, Throughput Dataset, Risk Communication | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Throughput Data, Flow Forecast, Slicing Rules |
Tagsno overlap | EstimationUncertaintyForecasting | ForecastingFlowDelivery | LeanContinuous improvementOperations | EstimationForecastingFlow |