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| Criterion |  Decision Making Three-Point Estimation |  Operations Process Mapping |  Operations Kepner-Tregoe |  Operations After-Action Review |
|---|---|---|---|---|
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. | With a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. | For a disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. |
Complexitydifferent | Medium | Medium | High | Low |
Timedifferent | 10-30 min je Item | 1-3 h | 2-8 h | 20-45 min |
Participantsdifferent | 1-8 | 3-10 | 2-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Three-Point Estimate, Risk Range, Assumption Notes | Process Map, Handoff List, Improvement Backlog | Problem Analysis, Decision Analysis, Risk Plan | Lessons learned, Action items, Event summary |
Tagsno overlap | EstimationUncertaintyForecasting | ProcessOperationsImprovement | Problem solvingRoot causeDecisionOperations | LearningOperationsImprovement |