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| Criterion |  Decision Making Three-Point Estimation |  Operations Theory of Constraints |  Operations After-Action Review |  Operations Bottleneck Analysis |
|---|---|---|---|---|
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 system that does not get faster despite effort, the method directs attention to the bottleneck. It concentrates improvement on the point that actually limits throughput. | 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. | 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. |
Complexitydifferent | Medium | High | Low | Medium |
Timedifferent | 10-30 min je Item | 2-4 h Analyse, laufend | 20-45 min | 1-3 h |
Participantsdifferent | 1-8 | 3-12 | 3-12 | 3-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Three-Point Estimate, Risk Range, Assumption Notes | Constraint Map, Improvement Plan, Flow Metrics | Lessons learned, Action items, Event summary | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures |
Tagsno overlap | EstimationUncertaintyForecasting | OperationsConstraintsFlowImprovement | LearningOperationsImprovement | FlowMeasurementConstraints |